Consulting or interim executive or general management control with manufacturing and business operations for clients up to $117M P&L responsibility, managed $875M operations, 925 personnel, 12 reports, 8 simultaneous manufacturing facilities, 580,000 sq ft, and remote sites in 3 states. Founded and led Change Consulting, Inc. as a thriving operations consulting firm with 27 staff and offices in UT, AZ, and TX, worth over 7 figures. Applied wisdom and common sense with professional leadership and management with expertise, experience, and exposure to streamline and standardize operations for startups, small, and mid-sized manufacturing companies. Drove as acting CEO an 18% increase in order value by boosting customer confidence with better tech support, timely delivery, improved quality by reducing rework from 31% to 1.8%, and moving 12 talented rework techs to production.Implemented Lean principles as acting CEO to slash process inefficiencies by Value Stream and Spaghetti Mapping to reduce product lean waste by 34%, inventory carrying costs by 40%, and increasing production volume by 20%.Implemented Lean principles as acting GM of 1-piece flow and Kanbans to gain 13% improvement in tipping line, 26% in SG line, 34% in UV line, 37% in line C, 4 days to 2 hours in Multivac, and 17% better floor use.Strategically realigned as acting GM the product mix to eliminate low-sellers and refocus resources on revenue generators, reducing SKUs by 30% and instilling culture and strategy of continuous product innovation.Drove as acting Plant Manager a 23% increase in machine utilization by an 18% increase in non-stop shift operation by splitting teams into alternating schedules and added 5% to operation time by faster changeovers and material handling.Clients have included: Merit Medical Systems, Arrowhead Dental Laboratories, Tosca Ltd., Griffith Foods, DSM Nutritional, Glanbia Nutritionals, Reliv International, SC Johnson, CR England, Bare Metal, GTF, and more.

Responsible for cGMP and HACCP primary and secondary food container production. Ensured optimal production for current conditions and team. Responsible for team hiring, onboarding, training, scheduling, cross-training, coaching, and disciplinary action. Managed warehouse operations and logistics for inbound materials and outbound products.40% increased production in my tenure by active maintenance of machines, using Lean principles to streamline and standardize operations, cross-training employees, monitoring metrics, increased retention and talent, and more.70% of personnel were referrals, even a string of 9 referrals, and 24 former employees waiting for position openings due to an environment of respect and growth that taps into their individual strengths and interests.20% estimated improved machine uptime and maintained production and machine uptime during Covid parts shortages and long delivery delays by innovating interim and appropriate machine adjustments and configurations.

Revitalized a stagnant U.S. business and operation. Led, managed, and grew to ~$37,000,000 in U.S. operations of a U.K. headquartered custom manufacturing research and production facility that used proprietary encapsulation technology. Operated in 1 administrative location and 4 manufacturing and warehouse sites of 135,000 sq ft in 4 states with 57 reports and employees. Liaised with and traveled monthly to the London office, plants, and customer manufacturing locations. Streamlined and standardized operations and leveraged finances for a 271% increase in products, a 357% increase in royalties, and a 57% decrease in account receivables timing, among many other performance results. Turned around customer demand to re-energize stagnant revenues, driving an increase of manufacturing space from 10,800 sq. ft. to 135,00 sq. ft. across NJ, NY, RI, and KY facilities and boosting revenue from $11M to $37M.Negotiated an increase in client royalty payments from 1.5% to 2% on new products, enhanced product technology innovation, and cut days unpaid for receivables by 57%.Redirected corporate product creep back to the central revenue generators, such as a 30% decrease in product offerings and a 15% reduction in overall cost away from low performing products.Enabled a Series B $13M in investment from the London private investment community by creating effective prospectus and effective management and technical support collateral and presenting the case at invitation-only investor meetings.Relocated the office once under time and budget, as well as expanded production capacity from 10,800 sq ft in NJ, to 30,000 sq ft solid production in RI, 40,000 sq ft of gel production in NY, and 34,400 sq ft liquid production in KY.Expanded production for and with some of the largest manufacturers in the country, such as P&G, Henkel / Dial, SC Johnson, Bath & Body, Estee Lauder / Clinique, Unilever, etc.

Senior Associate supporting JnJ Consumer, Ethicon, Janssen, Orth-McNeil, etc. pharma subsidiaries in cGMP product and manufacturing process problem solving in line and batch production. Led medical device development and manufacturing collaboration with DEKA. Managed Innovation IP / Acquisition / Licensing and trimmed IP Estate for 34% annual savings. Technical Achievement Awards, etc.

Served two-terms as Commander of the largest company unit in Utah, comprising 325 officers, NCOs, and soldiers with 9 reports, 2 locations, and overseeing $24M in assets. Recognized twice as the “best unit” in the Department of the Army, each with unit cash awards and an accolade “finally a properly operated unit.” U.S. Army and NATO General commendations for what accomplished, but what other units could not do over 5 years.