Strategic Ops Partners is a flat organization comprised of former private equity executives, consultants, and operators who recognize the importance of delivering results quickly through pragmatic planning and execution. With over 50 years of experience running and consulting private equity-backed middle market portfolio companies, we have developed a differentiated business model designed to create significant value at unprecedented speed.

Kearney Strategic Operations Practice Managers coach and advise customer operations teams in identifying cost reduction and efficiency improvement plans.Primary responsibilities as an Engagement Manager at Kearney include:• Supporting the development of the overall strategy for operations improvement across all client sites• Leading the manufacturing improvement process for a specific site or business unit• Driving the operations team to provide timely, high-quality data deliverables• Conducting orientation and training on manufacturing improvement specialty area with client teams• Recommending actions and helping the client team implement themFor a F1000 adhesives manufacturing company, led an operations due diligence and integration planning for a multi-billion-dollar acquisition. Key risks and mitigating actions were identified to ensure a successful merger and full capture of $32M in synergies.For the US Navy, performed a should cost analyses across the industrial base of the Ohio-Replacement and Virginia Class Submarine. Operations improvements freed capacity across existing resources and reduce capital requirement by over $200M.For a leading PE firm, performed a market assessment and operation strategy for a prospective investment including recommendations to consolidate the manufacturing footprint and create cost advantage against the competition. Network scenarios were developed to reduce conversion costs and freight by 40-50%, For a F500 automotive manufacturer, performed a Buy Side strategic due diligence and operations assessment which identified $120-150M in synergy through combining the target’s manufacturing network with the buyer’s (client) and outsourcing capabilities to best-cost manufacturing countries.

For a commercial building products manufacturer, performed an assessment that identified 25% conversion cost savings through consolidation and 4-wall improvement. Led the client team PMO in executing the network changes and process improvement. For a large mattress manufacturing company, managed a cost-take-out project that identified $32M in both short- and long-term opportunities through sharing intra-company best-practices, establishing optimal make-to-stock inventories, and recommending various complexity reduction initiatives.For the US Army, developed an industrial base strategy that assessed the viability of seven major defense contractors and three government managed manufacturing facilities facing a $7B reduction in DoD funding. To maximize budget, financial and risk assessments were performed to identify the essential funding required to secure critical capability to the military. Presented study findings to the ASAALT (Army Chief Weapons Buyer) at the Pentagon in May 2015.For a government owned manufacturing facility, managed a manufacturing diagnostic to identify underutilized equipment, labor, and space. Operations improvements to free up capacity while insourcing commercial demand to fill underutilized capacity resulted in operational cost savings of 65-70%.

Responsible for increasing the ratio of value to non-value, and eliminating waste in the overall supply chain from start to finish, for a defined product family; and for ensuring that the value stream meets or exceeds customer requirements.Manages all aspects of a segment within the total plant by establishing goals and objectives for the business and managing the assets assigned to that value stream (people and equipment). Achieves and exceeds performance levels in the areas of safety performance, customer satisfaction, employee productivity, financial performance, quality performance, work ethic and morale.

The Operations Leadership Development Program (OLDP) is a three-year rotational program designed to develop high potential, entry-level individuals into future leaders through challenging and rewarding rotational assignments, technical and leadership training, advanced education, leadership opportunities, and mentorship.Experience include manufacturing engineering and "4-walls" improvement, strategic sourcing and purchasing, aftermarket scheduling and planning, and project management.

The Nexteer Cooperative Education Program (Co-op) provides a means to improve the quality of college graduate hires by concentrating on cooperative work experiences with colleges and universities known for their educational excellence and the relevance of their curriculum. The program is for college students who are enrolled in a cooperative program to complement academic advancement. Nexteer currently has a Cooperative Education Program with Kettering University. Experiences include, manufacturing, operations supervision, finance, capital purchasing, product design, and six sigma project implementation.