Founder of a global management consulting firm providing LOTS of management consulting services, delivering results.Exemplary Experience:Leadership: Developed a pilot coaching program for a top-tier global Management Consulting firm. Became one of the “On Demand” coaches. Rolled out the program across the 100+ global offices. The program received the Silver award from the Brandon Hall Group Excellence in Leadership Development in “Best Advance in Coaching & Mentoring”. Operations: Conducted an assessment of a $250M global manufacturing organization, focused on the $100M US division’s supply chain. Developed an improvement roadmap for the end-to-end process of plan-to-pay to increase inventory forecast accuracy to 99%, reduce inventory by 33%, and achieve > 90% fill rate. Transactions: Supported a third-generation business owner of a $5M hospitality organization as an Advisor and CFO for multiple years. Helped prepare the organization for sale; structured the alternatives, identified the important incentives, determined the valuation, and advised the owner through the process. Prepared financial statements and other information for prospective buyers. Received multiple offers within 5% of the valuation; the company successfully sold. Strategic Planning: Supported a $4B global manufacturing organization to develop and cascade a strategic plan; developed customized training materials on leadership development, cultural transformation, and strategic planning process. Delivered a strategic plan with specific goals, initiatives, and KPIs through multiple work sessions across the globe (North America, the Middle East, and Asia)

Experienced hired to help grow the newly developed Operations practice.Completed a diagnostic of a $9B oil and gas company's field operations, specifically transmission and distribution (overhead, underground, PERT, substation, and engineering). Identified a variety of improvement opportunities with the managers, supervisors, and field crews. Developing standard work for key processes to improve safety/productivity and reduce cost, new roles/policies, and established performance management (e.g., % of schedule loaded). Developed/implemented a capability program focused on mindsets & behaviors (e.g., performance dialogues) and lean tools (e.g., wrench time). The annual impact was over $18M, exceeding the $14M target.Developed a supplier development program for a $30B Construction Equipment Manufacturer for key OEM suppliers. Developed the approach, segmented the supply base to determine key suppliers, conducted on-site visits to conduct work observations, complete analyses, and led collaborative work shops with the client and supplier's teams. Developed a “how-to” process manual and mini-assessment, and identified the 90-day action plan of items resulting in most impact. Led pilot effort with 4 key suppliers, focusing on implementation the key actions, performance management and capability building (e.g., on-site and remote coaching). Captured $23M in cost reduction (which was shared with suppliers), 40% delivery improvement, and 60% quality improvement.

Founded and led a management consulting, focused on Operational Improvement, Lean/Kaizens, and Strategic Planning/Deployment.Supported a $300M non-profit healthcare organization, comprised of several hospitals, urgent care centers and medical offices. Facilitated several Board and divisional workshops to define the strategic plan; defined the strategic goals and means to achieve them. Supported the on-going performance improvement through “learn and do” Kaizens and coaching. Results included a 6% increase in revenues, 23% safety improvement, 22% patient satisfaction improvement, and 20% increase in charity (“free” healthcare services to the community) during a multi-year engagement. Supported a $2B global plumbing manufacturer's lean improvement efforts in 10+ manufacturing plants over multiple years. Identified improvement opportunities and led dozens of Kaizen events to improve safety, quality, efficiency, and engagement.

Directed $35M multi-shift furniture factory producing wood and steel chairs. Achieved 70% safety improvement, 68% reduction in absenteeism, 30% quality improvement, and 18% productivity improvement. Led an engaged and aligned workforce.

Directed a $40M distribution transformer division (formerly Kuhlman Electric) comprised of 300+ people. Achieved 30% improvement in productivity, 12% improvement in operating margin, and 50% improvement in safety. Negotiated a new contract with the local UAW union, resulting in increased flexibility for the 3-shift operations.

Supervised ~60 frontline line employees producing 3 elevator components: door operator, machine, and controller. Increased quality 60% and productivity 20%. Averaged 5 implemented suggestions per person/year. Created an aligned frontline workforce.

Supported field crews across North America for escalator and travolator installations. Developed best practices for escalator installations and collaborated with engineering on product designs to increase productivity, safety, and quality.