Solving performance by living the problem
The business needs traction, not theory. These results reflect outcomes delivered under real operating pressure—not frameworks.
Execution-Driven Cash & Working Capital Pressure
Released $20M (17%) working capital while improving customer performance to 98%+ fill rates
S (Situation): Cash and working capital were tightening in a multi-site, global operating environment where execution variability had become routine. Inventory behavior, service risk, and operating noise were creating liquidity pressure and limiting predictability.
T (Task): Restore customer performance while simultaneously reversing the working-capital trend—without degrading service levels or relying on “finance-only” actions. Build a repeatable operating cadence so results could be sustained, not temporarily engineered.
A (Action): Reorganized the supply chain into a market-focused structure and reset operating cadence around predictive metrics instead of lagging indicators. Clarified decision rights and tightened execution control across planning, scheduling, inventory, and customer fulfillment so the system ran with discipline across the footprint.
R (Result): Improved customer performance to 98%+ fill rates while reducing working capital by $20M (17%). The business exited the cycle of expediting and reactive decisions and regained cash predictability by eliminating reactive execution
Post-Acquisition & Ownership Transitions
Built a $100M division by integrating two acquisitions and delivering $12M synergy while maintaining continuity
S (Situation): Two acquisitions needed to be stabilized and integrated into a single operating platform, with fragmented teams and inconsistent execution systems. The footprint was inefficient and split across locations, creating complexity and distracting leadership from execution.
T (Task): Form a scalable $100M machine vision division, maintain business continuity, and consolidate operations without disrupting customers or development timelines. Deliver synergies while building a leadership structure capable of running at the new scale.
A (Action): Installed management operating systems and cadence, then consolidated operations from California to Ohio and transitioned manufacturing to outsourced production across two locations. Implemented a new organizational structure to accelerate segment technology development and restore execution discipline across the division.
R (Result): Maintained continuity while consolidating the footprint and forming a functioning $100M division with stable execution cadence. Delivered $12M synergy and established a scalable operating structure post-acquisition.
Margin Erosion & Performance Drift
Built a productivity operating system delivering $22M annual YOY improvement—designed as a repeatable 3% COGS productivity engine
S (Situation): A $1.6B global hardware platform had experienced disruption from multiple ownership changes, and performance consistency began to drift. Margin pressure showed up through everyday execution losses—unstable cadence, operating variability, and inconsistent accountability.
T (Task): Stop the margin drift and rebuild performance discipline without relying on one-time cost cuts. Establish a productivity system designed to deliver recurring improvement—targeted at approximately 3% of COGS annually through execution control and operating system design.
A (Action): Restructured operating execution and installed predictive operating metrics to shift the organization from lagging financial reaction to leading indicator control. Rebuilt operating cadence, clarified accountability, and embedded operational excellence discipline across supply chain and manufacturing so drift was detected early and corrected quickly.
R (Result): Delivered $22M annual YOY productivity improvement, restoring performance discipline and reducing margin leakage across the global platform. Execution became more predictable, drift was corrected earlier, and productivity became a repeatable system rather than a one-time program.
Leadership Gaps & Transitional Vacuums
Stepped in as interim president and restored performance—moving a $350M global business from 2% growth to 10%
S (Situation): A $350M global branded plumbing business faced complexity from prior acquisitions and an ownership transition, creating instability in priorities, leadership alignment, and operating rhythm. Accountability and enterprise direction were unclear, and execution became inconsistent.
T (Task): Provide enterprise continuity as interim president, stabilize leadership decision-making, and install an operating cadence that could run across the global footprint. Restore performance reliability and rebuild growth trajectory while the organization reset and aligned.
A (Action): Installed a management operating system and cadence, aligned leadership to a clear strategic plan, and restructured where needed to restore role clarity and execution control. Built consistent global review and improvement rhythms across business processes so priorities stayed stable and decisions stopped reversing.
R (Result): Improved growth from 2% to 10%, restoring performance trajectory and transition readiness. Execution stabilized and leadership moved from reactive management to predictable enterprise cadence.
Growth Strain & Scaling Pressure
Turned around factory performance and doubled capacity—restoring customer confidence and capturing $26M of new business
S (Situation): Factory performance was under pressure and limiting growth—output and safety results were lagging, and customer confidence was at risk. Capacity constraints and inconsistent execution created operational stress and stalled growth potential.
T (Task): Stabilize execution fast, expand capacity, and restore operational reliability so the business could support growth without burning out the organization. Rebuild customer confidence through sustained performance—not short-lived heroics.
A (Action): Implemented new operating processes and execution discipline to stabilize daily performance and remove systemic bottlenecks. Aligned teams to a clear operating cadence that drove throughput, safety, and reliability improvements.
R (Result): Doubled capacity and moved the factory from last to first in output and safety performance. Restored customer confidence and delivered $26M of new business with big-box customers.