Management Consulting Firm Serving Entreprenurial Owners and Private Equity Investors. Creating Business Strength and Value with Operational Excellence based on Strategy.

Served J-Mark Products and affiliated company SKYCOAT Industrial Armor.J-Mark produces automotive accessories and style accents for OEM manufacturers as Original Equipment Parts. SKYCOAT specializes in powder coatings and wet paint on OEM applications for automotive, medical and other industries. E-Coat and conversion coatings are also offered.- Enhanced the owners tax position and wealth development through the selection of a stronger CPA Firm.- 5-S and process flow development for new facility.- Overhaul and updating with leadership team of the IATF Quality Management System.- Cell design projects to enhance capacity and meet customer demand.- Financial reporting accuracy improvements and proper valuation of inventories.- Selection and Deployment of new employee benefits package. Group Health and 401k.Medical, Automotive Accessories, CommunicationsLiquid Paint, Powder Paint, Assembly

Interim Production Leader for Fenix Group's Minnetonka, MN location. Leading, new capital opportunities, process advancements, training lean manufacturing, enhancing safety, associate engagement, maintenance and accelerating production.Fenix Group's MN location creates liquid industrial paints under its brand Sierra Performance Coatings for metal surfaces and TK Products which protect and beautify concrete.

Most recent in series of career advancements by leading $29M in sales with full-service die casting manufacturer. Supervise 140 associates. Member of leadership team executing major business transformation from a highly decentralized independent operation to extremely centralized control and outsourcing of services. Oversaw reduction in staff to move to a corporate shared service model.• Managed successful manufacturing facility while three of the company’s largest plants operating in a crisis environment.• Significantly reduced spending, eliminating hundreds of thousands of dollars of inventory and less in spending on unpredictable customer demand forecasting by selling assembly components inventory to major customer.• Accelerated earnings performance with strong EBITDA through cross-functional management of safety, maintenance, quality, and customer satisfaction.• Led Materials, Repairs, & Operation (MRO) supplies transition to third-party with minimal missing items / obsolete repair parts.Casting, Machining, Tooling, Assembly.Medical, Power Sports, Power Tools, Automotive, IT

Chosen to manage business during ownership change in 2008 from Fortune 500 Leggett & Platt to Private Equity Firm – Kenner & Company. Navigated challenge of sale of major customers to owners in low-cost countries, which moved work offshore. Oversight of performance and responsibility in purchasing, supply chain, staff accounting, HR, customer service, sales & marketing, IT, project management, and operations planning.• Implemented and maintained Strategic Deployment (Hoshin Planning) and sustainment of Business Fundamental Processes for 12 years by embracing training / transformation expectations from Lean Horizons consulting firm.• Spearheaded Operations Improvement Planning (OIP) process, developing formal project tracking for annual budget attainment. Obtained expected results of total projects in 9 of 11 years since start of process.Casting, Machining, Tooling, Assembly.Medical, Power Sports, Power Tools, Automotive, IT

Coordinated and supported operations, engineering, quality systems, supply chain, and HR. Built a cross-functional team focused on blending lean operations initiatives, preventative maintenance, and HR to lead safety excellence. Provided leadership and presentation of annual capital and operations budgets.• Managed rapid sales growth by absorbing business formerly performed by a power tool customer's in-house casting operation. • Built diversity of industries served by growth in consumer electronics, power tools, and military.

Assumed leadership for Minnesota manufacturing facilities in financial performance, safety, productivity, cost, and all other KPIs.• Repaired dysfunctional quality system, reducing scrap from 10% to 5.75% and customer returns parts / million defective from over 10,000 to less than 2,000. Replaced current Quality Manager, implemented visual defect training for associates, and enhanced maintenance procedures.• Improved customer satisfaction report cards and reduced audit findings. Leveraged long-term service to other manufacturing plant to build confidence to improve St. Paul’s performance. Utilized Operational Excellence and Strategic Deployment techniques to define projects and track improvements that reduced variation.

Managed annual business planning and cash flow with ownership, banking, and CPA advisors. Oversaw month-end close of accounting / finance. Trend toward operational leadership after corporate ownership began in 2000. Managed capital, risk, and sales growth to be attractive to a high-quality buyer of the company.