Responsible for business development, project management, and client relationship management.

Responsible for devising and implementing a Lean-TPM program across 47 plant sites as part of the company’s broader company turnaround strategy which improved performance (e.g., OEE increased by over 20%+) leading to improved service and lower operating costs. Built a corporate improvement group to accelerate and sustain results.

Helped design and implement a margin enhancement strategy focused on reducing supply chain and operating costs which achieved a cost reduction of $14 MM in the first year. Assembled a team of change agents to support the plant network while reporting directly to the Executive Director of Growth and Profitability.

Recruited by McKinsey to help establish a manufacturing practice. Successfully led large-scale Lean transformations for several Fortune 500 companies (e.g., Georgia-Pacific, Celestica, J&L Steel, etc…) and was responsible for managing large teams comprised of both client personnel and McKinsey resources. Provided coaching and problem solving to all levels of client organizations.