Primarily serving Towne Vacations via contract after the sale of Bryant Real Estate in varying capacities from leading the company through a transitional service agreement to coaching the next leader. Continue to own the revenue management of the business and advise on innovative growth opportunities.Offering additional services specifically to the vacation rental market with a focus on revenue and profit generation through leveraging best in class technology and implementation of strategies specifically tailored to the clients market to maximize their return.

Designed and executed a multi-year transformation at a small family real estate company primarily managing vacation rentals, that increased revenue and expanded margins resulting in an increase in profit of over 500%. Successfully negotiated and executed an ownership transition that maximized owner equity while protecting staff while ensuring continued success.

Heavy Industrial Client• Managed and lead a team of consultants through distressed client situation (market driven) that arose while executing a transformation that unlocked ~100M in free cash flow• Facilitated the communication change story across the network of sites and consultants as proactive transformation morphed into cost cutting to ensure the survivability of the companyAerospace Defense Client• Designed and executed non-recurring cost transformation in a large defense company engineering organization valued at over 500 million over the next 5 years and implemented 3 waves worth 40M to the bottom line by reducing schedule, pulling in milestones, and rolling resources off teams early• Developed coursework materials, training seminars, and trained existing change agents to propel and sustain the transformation to reach the 500 million targetAerospace Commercial Client• Diagnosed, designed, and executed operational transformation for global aerospace manufacturing company worth over 6 billion in cost reductions annually within 5 years.• Delivered 600 million savings in productivity and investment avoidances at three separate global sites by driving change at the frontline and coaching senior leadership to ensure sustainability.• Was the only McKinsey consultant specifically called out in the client contracts as a requirement for extensions based on ability to deliver impact and navigate the organization Rail Road Client• Completed diagnostic across a North America capital “tie gang” with a target of increasing their productivity of 25% to improve rail lines and allow for increased traffic flow for higher revenue.• Analyzed 15 different pieces of equipment and made 6 key recommendations that would yield and estimated 35% improvement in productivity in the year 1 with option of increasing to ~45% in year 2.

Provide leadership, guidance, and direction across multiple production cells in a union facility covering 80+ hourly and 13 salary. Focused on providing a vision and direction for multiple teams and driving them towards success in safety, quality, delivery, and cost. Currently taking significant steps to create a catalyst that will drive a long-term strategic shift in the culture.

Worked with senior leadership to drive capacity reviews across an extensive supply chain network covering 80+ shops and challenged general managers to think strategically and beyond operationally. Led global logistics and fulfillment team for transition of an entire engine assembly process from United States to Brazil while reducing transportation costs by 50%, resulting in $4 million saved each year.

Responsible for everything quality across an Aviation Repair shop with 150 hourly, 700 repair processes, and 110+ million in yearly sales.Established a vision for an Aviation Repair Shop and drove that vision by communicatin up and down within the organization. Set high expectations of team and achieved a cultural shift from pessimism to more supportive and cooperative quality environment.Focused on sustainable projects by introducing increased automation, point of use compliance data, and leveraging a more engaged workforce to reduce quality complaints by 45% year over year.Implemented new Apollo Root Cause investigation practices, increased accountability of salary and hourly, and leveraged the cultural change to reduce manufacturing losses by 93% year over year.Worked through an extensive "deep dive" process to cleanse and update substantiation documents to improve internal and regulatory compliance.

Completed GE's 2 year rotational operations leadership program. Roles included Methods Engineer, Quality Engineer, Supervisor, and Materials Leader in Texas, North Carolina, and OhioManaged capstone project to redesign materials strategy for aviation repair shops by eliminating inexpensive hardware shortages through introducing new lean kanban delivery system resulting in over $1 million of excess hardware being sold back.Led team of 20 hourly operators providing work direction and administering disciplinary actions. Completed lean project in central service bottleneck that reduced queue time by 50% and variation by 70%.Led pilot project leveraging new machining technology to reduce variation by 50% and cycle time by 40% resulting in $1.5 million dollar procurement of new equipment.