Jim Brant, Mba Email & Phone Number

Bonita Springs, Fl, Us

Business Management consulting firm specializing in large-scale, multi-site business process development.• Led operational excellence project which decreased average lead-time by 58% across multiple sites with client services standardization project. | Emerald Pro Painting• Improved lead conversion rate from 26% to 43% Y-O-Y with front end sales excellence project. | Emerald Pro Painting• Established order-to-cash business process decreasing average lead-time by 58% across multiple sites with client services standardization project. | Emerald Pro Painting

Charlotte, North Carolina, Us

Developed a global strategy to establish project portfolio management capability as the enterprise global standard across business units worldwide.• Established Enterprise Program Management Office (EPMO) defining PM governance, standards, methodology, and tools improving average project completion rate from 38% to 71%.• Implemented a global instance, cloud-based Project Portfolio Management (PPM) technology platform facilitating investment prioritization for 100+ projects enterprise wide.• Integrated a standard stage gate process to support flagship product line business transformation program; Achieved $100M accretive revenue in company’s largest business unit.

Charlotte, North Carolina, Us

Led execution of key strategic business initiatives in support of business transformation activities.• Led project to improve monthly forecasting accuracy by over 80%; developed standard business processes to predict financial impact from direct materials inflation.• Achieved $20M in annual savings by leading project to develop cycle-counting program for site-level direct materials eliminating the need for physical inventory.

Davidson, North Carolina, Us

Restructured footprint consolidation of $300MM business domestically as manufacturing COE strengthening market position and improving operational efficiency.• Led multi-plant program teams to build operational capability applying lean principles to define business value streams without customer interruption. $2MM realized labor productivity with additional $40MM identified in operational efficiency.• Developed operating model to manage large, multifaceted program elements across sites based on visual management responsive to daily operations performance. Increased daily production 420% from 20 to 84 units per day over a 3-month period.

Davidson, North Carolina, Us

Spearheaded enterprise program team to drive improvement of employee experience across 28 manufacturing sites domestically based on results of annual employee engagement survey.• Developed an employee experience strategy and operating model to build effective programs in response to employee feedback resulting in a 4pt increase from 70 to 74 in 2019. President’s and Chairman’s Award Winner 2019

Davidson, North Carolina, Us

Built Op-Ex team to develop strategic approach to build business process capability to meet performance and productivity goals enabled through a lean culture.• Implemented 3-year strategic vision using goal deployment (Hoshin Kanri) to prioritize investments and align functional resources to achieve common business objectives. Achieved incremental $42MM productivity by leveraging total enterprise freight spend with a global consortium (Global Shippers Association). • Led Operational Excellence team to deploy lean visual management processes globally across logistics function to ensure consistent delivery of strategic business outcomes. Delivered improvement of On-Time Shipping of 40% from 4.5 days past due to 2.7 days.

Davidson, North Carolina, Us

Expanded scope of Program Management Office beyond traditional New Product Development projects focused on strategic initiatives and commercialization programs targeting business growth. • Directed operational execution of channel conversion program to drive incremental parts revenue of $100MM and 150 bps share gain over 5 years. ($6.8MM projected for 2016) President’s Award Winner 2016• Led channel conversion program from independent distribution to company owned driving $9M incremental revenue during first quarter of operation through price realization. President’s Award Winner 2016

Davidson, North Carolina, Us

Led capability development of Innovation and Product Management people, process, and systems to support business organic growth goals.• Created Ingersoll Rand Product Development Process and deployed globally across 11 Strategic Business Units with emphasis on commercialization of new market opportunities. Reduced new product launch cycle average from 36 to 18 months.• Achieved listing on Dow Jones Sustainability Index (DJSI) 2011-2013 based on improvements in Growth through Innovation, Revenue from Innovation up from 12% to 23% in three years.

Davidson, North Carolina, Us

Developed the Customer-Driven Innovation strategic roadmap and change management plan to achieve enterprise organic growth goals (23% revenue from innovation, ~$3B).• Implemented enterprise portfolio review process used by CEO and business leadership teams to review strategic growth opportunities and inform investment prioritization globally.• Led program to create common Customer Satisfaction Process used with end users and channel partners, improved Customer Satisfaction Index score from 56% to 73% in two years.

Davidson, North Carolina, Us

Developed the organizational capabilities needed to achieve Margin Expansion improvements defined for the enterprise including leadership development, functional competencies, and infrastructure. • Created and deployed learning plan to build core Top Line Margin Expansion competencies for three levels of proficiency across the enterprise.• Won 2011 Chairman’s award for Operational Excellence, first time in 140 year company history margin expansion exceeded direct material inflation rate.

Davidson, North Carolina, Us

Developed the change management strategy and associated action plan necessary to achieve a customer focused operating culture.• Led program to create common Customer Satisfaction Process used with end users and channel partners, improved CSI score from 56% to 73% in two years.• Created Customer Maturity Model and deployed globally across all strategic business units. Improved enterprise maturity rating from “Beginning” to “Succeeding” in two years.

Washington, District Of Columbia, Us

Developed global operations strategy to achieve cost leadership position by developing regional centers of excellence (COE) leveraging low cost regions where possible to reduce operational costs. • Transitioned $15MM product line from US to Mexico achieving $2.4MM savings annually.• Led international team 15+ to develop China affiliate capabilities for global component supply, transitioning machining operations from US to China facility with annualized savings of $1.3MM.

Washington, District Of Columbia, Us

Led capability development of Shingo methodology utilizing lean boot camps to drive process transformation of key strategic business streams.• Presidents Kaizen Event – Led team in 3P methodology to reduce cycle-time by 50% resulting in reduction of FTE from 8 to 4.• Led lean principles training session with Beijing, China team centered on Variation Reduction.• Facilitated multiple lean events globally in Germany, Mexico, and China facilities.

Masters, Mba

Bsme, Mechanical Engineering