Independent executive advisor providing strategic counsel, executive coaching, operational leadership, and business transformation support to CEOs, owners, and leadership teams.

• Advise CEOs and business owners on strategy, organizational performance, operational transformation, and sustainable value creation.
• Serve in interim CEO, COO, Executive VP, and Chief Improvement Officer capacities when organizations require experienced executive leadership.
• Guide business planning and execution using Hoshin Kanri, One Page Plan (1PP), and lean operating principles.
• Assess organizational performance and develop practical roadmaps to close operational and leadership gaps.
• Selected assignments include Vice President of Operations, American Jetway Corporation and Consultant, Howard Ternes Packaging.

Enterprise operating executive with full P&L and operating budget responsibility across multiple Michigan and Ohio facilities.

• Partnered with the CEO to translate strategic objectives into operating priorities, financial targets, and measurable performance.
• Led enterprise-wide lean transformation, improving productivity, quality, cost, and profitability.
• Negotiated and completed acquisition of a 300,000-square-foot production facility, exceeding its initial profit goal within the first three months.
• Established management development and succession practices across key business functions.
• Directed cross-functional leadership spanning operations, quality, sales, engineering, HR, IT, procurement, safety, and program management.
• Led selection and implementation of a new Warehouse Management System and IT infrastructure improvements.

Senior operating executive following the merger of two family-owned companies, reporting directly to the President and Chairman of the Board.

• Helped align strategy, operating priorities, and performance management following a complex business combination.
• Improved on-time delivery by 30% within three months, strengthening customer performance and cash flow.
• Reduced customer complaints by 50% and rework by 30% within 12 months.
• Established the company’s first Overall Equipment Effectiveness (OEE) performance system, driving a 65% improvement in press department OEE.
• Facilitated the 2018 strategic planning process targeting $2.9M in EBITDA improvement.

President with full P&L and budget responsibility, reporting directly to the Board of Directors.

• Partnered with the Board and ownership on business strategy, financial performance, growth, and organizational priorities.
• Improved OEE by more than 30% through disciplined operating and performance-management systems.
• Reduced customer rejections by 50%, strengthening quality and customer relationships.
• Partnered with Sales leadership to execute a growth strategy that generated $9M in additional revenue within 12 months.
• Partnered with ownership on M&A, acquiring a similarly sized company to diversify the customer and product portfolio.
• Built organizational capabilities and culture focused on accountability, engagement, and continuous improvement.

COO with full P&L responsibility, reporting directly to the Board of Directors.

• Led a cross-functional recovery strategy addressing missed shipments, elevated scrap, and customer quality issues.
• Established daily enterprise performance reviews centered on Safety, Quality, Cost, and Delivery.
• Directed launch of 24 new products while overseeing the installation of six 950-ton injection-molding presses.
• Strengthened manufacturing and maintenance capabilities to support long-term operational performance.

President and Board Member with full P&L and budget responsibility for a technology-driven manufacturing organization serving major automotive customers.

• Served simultaneously as President and Board Member, providing direct experience from both executive and governance perspectives.
• Led enterprise-wide implementation of Toyota Production System and continuous improvement across multiple plants and warehouses.
• Increased productivity 48%, reduced scrap 75%, and reduced inventory 75%.
• Improved EBIT by 50% in 2012 and 60% in 2013, while reducing material costs by $300K annually.
• Developed innovative fuel and vapor-line products that reduced cost and improved performance while meeting evolving regulatory requirements.
• Built an award-winning organization serving customers including Toyota, Honda, and Kautex, with a strong emphasis on quality, delivery, leadership development, and continuous improvement.

Leadership experience emphasizing disciplined execution, accountability, team development, and decision-making in demanding environments.