Consult with companies to identify and implement workable solutions to managing complex changes and challenges. Offering custom strategy, supply chain and operations advisory services. Either as a consultant to evaluate and improve current management practices for any industry/organization or as an interim project/program manager to assist with the planning and execution of change initiatives, process improvements, new strategy deployment and business plans. Collaborate and advise clients on organizational design, operational excellence and, performance turn-around and restructuring projects. - AIRBUS HELICOPTERS GERMANY: Consulting the Operational Leadership Team in Kassel/Calden (June-Dec.2021). - HELI-ONE, CANADA:Supporting Management Team and General Manager through Chapter 11 transition, supported move of operations into a new facility (Sept.2016-March 2017)- CASCADE AEROSPACE, CANADA: Engineering IP Project (2020). - MDS AERO SUPPORT CORPORATION, CANADA: B development ideas for test cell applications (2017/18/19/21). - ARGO CONSULTING, Chicago, IL. Member of Advisory Board as Industrial Council (2020).- JPOM CANADA, Ottawa, ON. Vice President MRO & Support Solutions (2020).  IAG ENGINE CENTER USA: take-over of Alitalia’s engine shop (2016).

Argo is an operations improvement consulting firm that breaks through the traditional barriers of the consultant-client relationship. Argo’s approach to performance improvement is unique in terms of its transfer of knowledge that enhances internal capabilities and its hands-on and collaborative work style with the client.Argo’s proprietary business processes and behavior change methods and tools coupled with its deep industry experience and expertise enable it to implement performance improvement more rapidly and sustainably.Argo was ranked among the Best Firms to Work For by Consulting Magazine for seven consecutive years.

I am “semi-retired” now after 35 years working in the aerospace industry and I’m open to help, coach, consult whoever wants to tap into my expertise.

Grew revenue from $38M to $50M over 3 years. Led a team of 7 direct reports and 150+ employees, overseeing P&L, budget, and strategic planning in collaboration with parent company.

Spearheaded business development; grew annual revenue ($30M to $180M) and employee base (120 to 400+)....

Led 100+ employees; introduced new commercial engine MRO line into operations.Achievements- Set up a new maintenance line process for commercial engine type PW2000 in the Munich facility as its first maintenance line for a wide body commercial engine. Led more than 90 employees.- Restructured assembly and disassembly lines for all GAF (German Air Force) engine models. Introduced and managed new maintenance concept and introduced a “fixed price model” for Governmental applications.....1997 - 1998 Manager Process Team RR Allison (military & commercial) 1993 - 1995 Manager of Production Planning, Assembly and Engine Test1990 - 1992 Project Engineer RB1991989 - 1990 Planning Engineer Assembly and Maintenance

Set-up and established production line for new BR700 and BR715 engine program (Gulfstream V, Bombardier Global Express business jets), including hiring personnel and implementing all relevant assembly procedures.

Achievements- Introducing a flow principal for the new production of energy measurement devices. Changing the production methodology from one man/one job to a series of operations focused on the end product. - Established Kanban / Just in Time principles into the operation processes.