Ad hoc COO, and/or coach, typically to sub $100M/yr. businesses who were previously struggling to navigate resurgence/change, or achieve world class Operational Excellence; commonly leveraging Lean, Danaher Business System and Toyota Production System thinking.• Durable Medical Equipment Client - Returned a value added reseller, to profitability with a 32% increase in contribution margin in under 14-months with additional readiness to scale• Self-storage Client - Charged with readying the largest U.S. privately owned self-storage operation (15,000,000+ rentable sq. ft.) for a move into Japan • Renewable Energy Client - Deployed the Business System and associated KPIs to allow a the operation to break through $100M in annual revenue and be acquired by a multi-national leader • Hospital Client - Realigned a U.S. News & World Report "Best Hospital” BOD into a Working Board

Led the start-up, and 6+ years of 68% year-over growth, with the deployment of an innovative proprietary Human Resource Business System and pursuant employee alignment, performance and profit returned to client businesses.• Industrial Client - Awarded #1 in Sales Operations Excellence for the results of the HRr Assimilation & Competence Model applied to the regional sales team of a multi-national business• Primary Care Physician Client - 50% reduction in voluntary employee turnover after resetting employee performance and behavioral expectations across a large independent office • Pet Care Client - Deployed an Organization Design, Functional & Behavioral Accountabilities setting the basis for private equity backed, rapid acquisition (1/mo.) and growth• Manufacturing Client - 72% reduction in “time to fill” with a corresponding 60% reduction in interview waste (cost) across the labor force • Many Clients - Led the electronic data integration of HRIS, Payroll & eBenefits platforms

Conceived, developed & launched the "Site Management & Reporting" business system, providing essential clarity on post-acquisition global subsea EPC field operations, and construction site performance. The visual output (an adaptation of a Lean QDIP/"cell board") enables real time, global, data-based decision making and positioned the business for the next era of performance improvement.• Established new, best in class, expectations and organization structure to eliminate identified short comings in Construction Operations • Adapted “Lean Visual Management” as the keystone of the global construction organization• Redefined Materials Management business process leveraging vanguard mobile technology • Balanced global resource demand & manpower loading to meet dynamic operation

Led 6 regional managers, support staff, and their over 300 Lead/Technical Advisors to safe execution of nearly $15B in wind turbine installations across both established & emerging global geographies.• Led the Materials & Installation Team through a 2012 record 3,700+ global wind turbine installations• Developed and launched a Technical Advisor Competence Model to establish and track against a base line skill set and ensure consistent performance & record volumes throughout the globalization effort • Developed and leveraged an Emerging Region Readiness Strategy into India, Pakistan & Kenya• Pioneered team in establishing GE’s first Near Shore/tidal region installation• Spearheaded the move to ‘Material Management’ & set the example for Energy wide Center of Excellence to follow

Returned $42.5M in under 20-months utilizing Lean methods and structured change management to reduce waste and cost in the business. Deployed by Executive to apply same strengths against the turnaround of a critical, yet at risk, prototype installation.• $16.5MM USD saved from orchestrating and leading Wind Services Billing Cycle Time Lean initiative moving 4 value streams (16-28 day cycle time) to a future state of 2 value streams with 2 day cycle time. Rewarded with GE Power & Water ‘Best Project’ Winner!!• $26MM USD saved from leading ‘Ship-to-Invoice’ Thermal Billing Cycle Time Lean initiative driving from a 7 day cycle time to a future state 2 day cycle time• Realigned and lead the critical, yet failing, extended scope turnkey (1.6MW 100m) prototype team to delivery ahead of schedule/under budget while institutionalizing the learning for future extended scope installation operations• Led the New York campus, Green Belt Train The Trainer & Trainer programs while holding both Lean Leader & Six Sigma Black Belt certifications

Led both the domestic & Indian engineering teams, as well as the entire New Product Realization value stream (Portfolio Management, VOC Development, Verification/Validation & Launch) to an 11-month turnaround of an organization that had previously failed to deliver a new product to market for over 2-years. Successes were celebrated at both the Danaher Conference on Innovation & Danaher Presidents Council.• 10x reduction in New Product Delivery days past due through reorganization of the business into matrix NPD teams lead by Program Mangers• Established Mechanical & Hard/Firm/Software Global Development Centers in Bangalore and Hyderabad India to combat in-house Engineering and New Product Delivery weakness • Developed Soft/Firmware Requirements Generation 'Kaizen' to enable Global Development success and presented strategy to Danaher Conference on Innovation 2008• Redirected the business to the 'Desired Outcomes' method of VOC capture to ensure customers latent and explicit unmet needs were effectively translated to the delivery of new products• Established Product Planning Group, a senior staff forum for the evaluation and multi generation planning of new ideas and existing programs against ‘financial’ & ‘probability of success’ criteria

Business Process Re-engineering & Cultural Change Leadership; demonstrated in the definition and launch of the company's 1st New Product Delivery Process, and the leadership of a deliberate company culture shift, followed earlier work under the close influence of General U.S. Army, Retired, executive coach & published mentors alike.Success was recognized with invitations to speak at both the Society for Organizational Learning annual & regional events, and the University at Albany Graduate School.

Combined Cardiac Catheter Laboratory training and strategic thinking to yield a United States Patent #20030014015A1 for a Cardiovascular Catheterization Sheath Homeostasis Valve design while managing the cost effective transition of medical devices from product development through validation and into high volume automated manufacturing.