Every engagement follows the same discipline, whether the scope is one plant or a portfolio of them — and none of them end with a handoff and a goodbye.
Find where growth is outrunning the operating system — in the P&L, the plant, or the org chart — before proposing a single fix.
SOPs, KPIs, S&OP cadence, and org structure sized for where the business is going, not where it's been.
Working alongside your people on the floor until the new system is second nature — not just handed over in a binder.
The handoff isn't a goodbye. I stay close enough to know if it's holding — so you never have to wonder who's safe to call next.
Every engagement starts the same way: a complimentary call to understand what’s really going on. From there, we choose the model that fits the problem.
I step in as your COO, VP of Operations, or supply chain leader for a defined period: through a leadership gap, a turnaround, or while you hire the permanent person.
Executive-level operations leadership for a set number of days each month, on an ongoing basis. Right for companies that need a seasoned operator guiding the team, but not a full-time executive.
A defined scope with a defined finish: a manufacturing scale-up, a co-packer transition, an S&OP build, or a plant turnaround.
Not sure which fits? That’s what the first call is for →
Get In Touch
Whether you're scaling past your current systems, walking into a turnaround, or just tired of not knowing who to trust with any of it — I'd like to hear about it. No pitch, no sales team. Just a conversation with the person who'd actually do the work.