Leading the transformation of the business from OE manufacturing focused to world class provider of service, enhancements & parts. Responsible for strategy development, deployment and execution across the global network of GOSS International.• Acquired and integrated two acquisitions that have enhanced our customer offering, helping to drive continued share growth in a declining market.• Organizational transformation across all functions to develop a lean, nimble organization that is more responsive to customer needs. Implemented Salesforce.com to improve communication in the organization and reduce time to quote from 4 weeks down to 1.5 weeks.• Developed and implemented strategies to transform the business to a premier service provider. Growing billable service work by more than 2.5 x in 5 months.• Implemented an engineering project funnel to focus resources on projects that will create clear customer value. Focus on enhancements and the launch of new engineered offerings are driving 25% growth in the aftermarket business.• Incorporated lean concepts to improve the processes used in the company for order processing, materials management, production and order fulfillment. Changes have resulted in improved on time delivery and responsiveness to the customer base. OTD improved from 70% to 94% and Past Due reduced from +$650k down to $95K.

Promoted to VP Global Operations for the VAG Group with the goal of driving lean business practices and improving performance in the water management business. Responsible for strategy development, deployment and execution at manufacturing facilities located in 6 countries.• Developed and implemented global and site specific strategies for all operations functions improving GP and EBITDA by 2 times.• Incorporated lean concepts to reduce error rates and lead times through order processing, materials management, production and order fulfillment.• Led the development of RBS resources throughout the organization to drive lean principles on a daily basis and increase the rate of improvement.• Implemented cost out activities resulting in over $3M savings in year one, through VAVE implementation and lean process improvements.

Promoted to Operations Director to expand the role of the services group in aftermarket part production.• Improved throughput and on-time delivery at all three facilities (New Orleans, LA, New Berlin, WI and Salt Lake City, UT)• Doubled parts production through implementation of lean tools and visual management. Reduced LT of parts by 50% through standard work implementation.• Launched SAP and implemented inventory tracking system for surplus components to increase usage and improve margin.• Reduced Quality Defects by 20% by driving in process inspection by the machine operators.

Led $25M plant renovation project for the gear group. Project entailed replacing or upgrading 30 pieces of equipment. Converted a mixed manufacturing facility to three lean value streams. Productivity gains of over 30% and lead time improvements of 65% through new equipment and lean process improvements.

Managed and incorporated lean manufacturing into the day to day operations of 6 product lines at 3 facilities with 300 employees in the Milwaukee area. The implementation of lean concepts and Kaizen roadmaps throughout the facility has driven significant improvements in the operation.• Improved on-time delivery from 65% to 91% through implementation of level loading and improved planning process linkages between supply chain and operations.• Improved Gross Profit from 17% to 28% through implementation of daily management and standard work in the manufacturing cells. Reduced expedited materials, overtime and over production.• Improved lead time to the customer from 6 to 14 weeks to 2 to 8 weeks. This was accomplished through improved planning and scheduling process which reduced queue time waste throughout the system.• Championed a certification system for lean tool mastery in the operations group. All managers and supervisors were required to show mastery of one lean tool through participating, leading and facilitating events and showing sustained results for 90 days after the events. • Reduced Inventory by 28% from $36M to $26M. This was accomplished by implementing Kanban material pull systems in the plant and with our external suppliers• Improved lead time to engineer a drive from 90 days to 15 days, and the time to process a standard order from 5 days to same day order entry. Improvement was driven through transactional process improvement kaizans which produced visual management of the work flow, automation of some steps in the process and general elimination of waste in the area.• Reduced order errors by 50% through improved tools and processes in both engineering and order writing.• Increased customer satisfaction 300% through faster response times, standardization of drawing submittals and specification packages.• Implemented visual tracking monitors to highlight flow through the value streams.

Responsible for developing facility operations management practice which centered on Integrated Facility Management for clients by provided the facility staff to meet the needs of the operation. Service offering covered facilities and production maintenance, HVAC, janitorial services, landscaping, snow removal, security, boiler operation, compressed air, power room services, EHS program management, as well as other services as required.

Role with company was as a turn-around agent, typically being assigned responsibility for functions or areas in need of significant improvement. Focus of improvement was operational performance, customer satisfaction and efficiency. Improvement was accomplished by developing and driving strategic plans in line with the company’s vision and developing a team atmosphere with well communicated goals.* Reorganized the Marketing and Application Engineering functions to better utilize marketing resources. New team based organization was results driven with defined customer goals.* Developed Market Strategy for expansion of $100 million engine and power generation business lines. New strategy focused on growing market share and expanding internationally in key market segments.* Initiated product rationalization process to improve market perception and operational throughput.