Robert Soehner Email & Phone Number

Focal Point Business Coaching & Training is the world’s Premier coaching organization. We are an elite group of professional, certified, business coaches that operate independent franchises based on Brian Tracy’s proven content and coaching process. Our certified business coaching services will help you to understand and implement proven business concepts, strategy, and tactics which are guaranteed to generate rapid Return On Investment (ROI). We will coach you to develop effectiveness in key areas related to achieving this success, including:• Leadership• Strategic Planning• Management• Delegation• Productivity• Growth• Decision Making• Execution• Exit StrategyWe provide value to clients in several ways including One on One Coaching, Group Coaching, Topic Specific Training, and Behavioral & Financial Assessments.

Lebanon, Ohio, Us

Leader of Fecon Operations including manufacturing, quality, supply chain, maintenance, continuous improvement, and safety. Reporting to President and CEO, responsible for increasing output, establishing lean culture, and positioning company for future sale and long-term success. ▪ Led operational improvements enabling company sale in 1.5 years vs target of 3-5. ▪ Increased output by 103% in 2nd half 2020 and 51% in challenging 2021 despite global labor and supply chain shortages. ▪ Reduced manufacturing lead time from 6 weeks to 3 weeks while also reducing inventory by 25%▪ Improved safety recordable rate by 47%▪ Created 420 basis point improvement in percent EBITDA in 2020 vs 2019. ▪ Grew GM% by 10 full points and EBITDA 108% on 43% growth in revenue in 2021

Hebron, Kentucky, Us

Leader of Skilcraft Operations including manufacturing, engineering, supply chain, maintenance, continuous improvement, and safety of Aerospace and Commercial divisions across two facilities. Reporting to President and CEO, key member of staff setting company direction and policies. ▪ Reorganized Operations group to align with business strategy▪ In first 3 months, reduced head count by 18%, reduced WIP by 44%, and increased output by 27%▪ Reduced average overhead spending by 13%▪ Achieved a 1000 basis point first year and 500 basis point second year improvement in percent EBITDA. ▪ Increased output in Aero division by 49% to meet surging demand. ▪ Led Continuous Improvement / Lean process and culture change to return to profitability in less than one year.

Cincinnati Plant Manager and National manufacturing quality and operations excellence (lean) leader. Led all day to day activities for two shift curtain wall manufacturing operation including manufacturing, estimating, P&L ownership, and project management. Created and led CI implementation across four national manufacturing sites. ▪ Increased output in Cincinnati by 166% while simultaneously reducing labor by 49%.▪ Reduced lead time of a level of production from 6 weeks to 1. ▪ Led process and culture change at Cincinnati Manufacturing center to return to profitability in less than one year. ▪ Created lean implementation program to eliminate batching for 4 facilities.▪ Reorganized manufacturing organization to support manufacturing and lean initiatives.

Worked with president and other senior leadership team to develop business and continuous improvement strategy in commercial kitchen and deep fryer manufacturing. ▪ Created CI Program from ground up including courses and training based on lean and Toyota Production System. ▪ Trained over 350 office and production employees on continuous improvement.▪ Facilitated over 50 CI projects in both office and production environments.

Supply Chain Manager for 13 global aviation manufacturing and repair facilities. Led team of material planners to schedule demand and align supply chain across sites. ▪ Facilities focused on machining operations with over $800 million of combined shop cost output. ▪ Implemented Inventory management tools to reduce inventory by 20%.▪ Created regular meeting rhythm to review critical material inputs and outputs in order to reduce delinquency. ▪ Analyzed machine and manpower capacity to right size organization after down cycle and prepare for future growth. ▪ Responsible for planning and fulfillment of all material for assigned shops.▪ Standardized processes across shops to overcome use of different MRP systems at each site.

Regional business leader and site P&L manager for Cincinnati and Midwest region. Led all site activities including on-site repair and global repair deployment for emergency aircraft engine maintenance. ▪ Increased Operating Margin in 2007-09 by 24%, 117%, and 83%.▪ Grew sales in 2007-09 by 46%, 27%, and 9%.▪ Developed new repair package delivering 33% of single year OM.▪ Led shop from near closure to #1 On Wing Support shop through culture change, safety, quality, and compliance. ▪ Created process focused environment to consistently improve profitability. ▪ Appointed as global On Wing Support compliance and security leader.▪ Implemented lean processes for job scheduling, communication, tracking jobs, and improving productivity.▪ Communicated with customers to determine opportunities and track satisfaction with completed jobs.▪ Leader of environmental health and safety for region to complete all regulatory tasks, training, and safety inspections.

▪ Developed strategy, training, and metrics for transactional lean in Aviation Engine Services.▪ Synergy team leader to create, coordinate, and leverage lean practices across GE Infrastructure Service Businesses (Aviation, Energy, Oil & Gas, Rail, and Water). Team recognized over $11.5 million in 2006.▪ Utilized lean tools in leading team to develop contract flow down methodology reducing billing from 15 days to 1.▪ Led team to reduce order, receive, and quote generation from 10 days to 1.▪ Introduced gate structure in engineering design process to cut rework and reduce lead time by 50%. ▪ Developed and implemented lean strategy to enable repair cell to reduce turn time by 50% and get on schedule.

▪ Responsible for Lean Operations at 67 gas turbine repair shops.▪ Developed lean training and led over 25 weeklong lean kaizen events. ▪ Led development of lean cell at Dallas Service Center to increase throughput resulting in 100% increase in sales. ▪ Utilized lean principles at England service shop to find additional capacity, eliminate need for over $1 Million in new equipment, and free up additional shop floor space. ▪ Enhanced three product cells at a Houston repair shop reducing batch sizes, cycle, WIP, and floor space needed by over 50%.▪ Developed one-piece flow repair at Cincinnati repair center reducing defects, WIP and cycle time. ▪ Eliminated waste in setups at a Chicago repair center resulting in reduction of setup times from 2 hours to 10 minutes.

▪ Mentored projects totaling over 300% of Six Sigma savings goal.▪ Developed layout for largest gas turbine service shop in GE Energy.▪ Mentored over 50 Green Belt six sigma projects.▪ Project leader of 4 Black Belt projects involving customer issue resolution, reduction in vendor defects, labor utilization, capacity of CNC equipment. ▪ Evaluated proposals for large purchases at Cincinnati service shop. ▪ Led turbine component team to leverage technology across global service centers. ▪ Developed global standards for tooling and product line codes across all global gas turbine service shops.▪ Trained employees in Six Sigma Methodology.

▪ Developed flow line for final assembly of aircraft engine line.▪ Implemented new process for balancing aircraft engines.▪ Created tracking database to schedule and monitor labor.▪ Planner of international supplier hardware for two engine lines.▪ Deal and risk analyst for long-term maintenance contracts.

Bachelor Of Science, Industrial Engineering

Master'S Degree, Business Administration