Providing business consulting with a focus on manufacturing and turnaround situations. Goal is to help clients achieve Success through Simplicity. Also consulting on acquisitions and strategy development in multiple industries.

Shape Technologies Group, a global private equity owned company, was created by combining the world’s two largest waterjet cutting companies under a new corporate identity to increase revenue and EBITDA in support of a planned PE exit. As part of the Executive team (formed immediately after private equity takeover) I had responsibility over Manufacturing, Operations, Logistics and Supply Chain.Created and executed the global manufacturing strategy. This included integrating multiple acquisitions, building sites, closing sites, moving both manufacturing and logistics, integrating contract manufacturing and third-party logistics and rationalizing the footprint to bring together multiple portfolio companies into an integrated platform. From a Supply Chain perspective, this also included extreme supplier rationalization and new price models reflecting the new organization that reduced purchase costs by more than $14M per year.Lead the corporate S&OP process and team to ensure our global supply chain, both owned and third party, were coordinated to maximize revenue opportunity while maintaining a focus on cash.These initiatives and Operations Strategies were in support of decreasing OpEx to less than 20% of revenue, increasing gross margins to greater than 40% and increasing EBITDA to greater than 20%.

Responsible for operations of Shape Technologies "Flow International" platform. Tasked with turn-around post private equity purchase with focus on customer satisfaction through quality and OTD as well as margin improvement through cost controls, rationalization and lean integration.• Improved On Time Delivery from under 50% to 98%• Reduced Past Due by a factor of better than 10X• Increased productivity and utilization though lean manufacturing and simplifying metrics, providing laser focus on our core operating agenda.

Responsible for company's 5-year strategic plan including competitive landscape, SWOT analysis, revenue / margin analysis and bridging a growth plan form current to 5-year targets. This strategy provided the organization a blue print to grow from $600M annually to over $1B.

As the corporation’s sole Ex-Pat and legal representative in China, I had P&L responsibility for all China functions including Operations, Manufacturing, Purchasing, Quality, Sales, Finance, Engineering, Government Relations and HR. This organization was comprised of two Wholly Owned Foreign Entity (WOFE) companies and over 500 employees with annual revenues over $200M.• Grew revenue by 75% through successful product transfers and customer relationships.• Continually outperformed GP and OP targets with the highest margins in the corporation.• Ensure lean processes were being constantly implemented and monitored while ensuring semiconductor standards of “Copy Exact” were maintained.• Act as the “bridge between east and west” with customers, suppliers and company.• Ensure compliance of the China company's performance to US standards, including SOX, internal controls, export control, banking integrity, revenue recognition and IP protection.

Responsibility for Manufacturing, Purchasing, QA and Manufacturing Engineering. Established company’s largest manufacturing facility (greater than $200M annually) and corporate office (budget, construction, processes, personnel, customer qualification) and consolidated three existing operations into the new facility.• Effectively managed through a 4X revenue increase in 3 quarters time, setting a company record for revenue in a quarter from any facility.• Maintained the best performing direct labor, indirect labor and overhead ratios of all our US facilities through constant lean manufacturing focus and clear, concise metrics.

Direct Materials Organization for Menlo Park Operations ($140mm annually) including Purchasing, Scheduling, Inventory Control, Warehouse, Shipping and Receiving.• Developed and maintained supply chain relationships worldwide.• Designed Ultra Clean’s lean manufacturing program including development of training materials, scheduling of kaizen events, training of all employees, lean tool specific training, leading kaizen groups, follow up and assurance of implementation.• Typical kaizen event results were better than 75% assembler travel reduction, 50% parts travel reduction and 60% space reduction.

Direct Supply Chain, Warehousing and Transportation functions for Global Operations (East coast, West coast, Amsterdam, Singapore, China) for a Private Equity Owned ECommerce and fulfillment company.

Oversee start-up and qualification of Chinese manufacturing partner including supply chain qualification, customer approvals and technology transfer. This required setting up the physical factory flow, process and procedure transfer, training, sourcing, quality process assurance and safety considerations.

• P&L Responsibility for all Manufacturing (union shop) and Supply Chain activities.• Responsibility for leading division’s Danaher Business System (DBS) activities including training, kaizen planning, and oversight.

Responsible for turning around materials and purchasing functions in a new acquisition company, including installing the Danaher Business System in all facets of inventory control, production planning and supplier activity.

Danaher Controls, Division of Danaher Corp