Operating inefficiency at one of the company’s manufacturing sites created a multimillion-dollar annual loss and resident leadership seemed unable to effectively address the problems.

Given responsibility to bring the plant up to standard. Researched root causes and determined that to affect a meaningful solution required boots-on-the-ground management. Signed into a job in all departments within the 120,000 sq. ft. facility. With a hands-on perspective, gathered information that guided construction of SOPs and tracking metrics. Developed rapport with employees that displaced a defeatist attitude particularly prevalent in manufacturing and the warehouse. Formulated a new staffing plan that ensured adequate personnel regularly in place. Persuaded senior management to invest CAPEX dollars to gain desired productivity. Changed the workplace culture from command-and-control to continuous improvement, team support, personal responsibility, and perpetual learning.

Leading from the factory floor brought the facility back to mandated performance levels.

The sales department uncovered an opportunity to make product deliveries to New York City schools. The company had no experience in the type of service requested.

Recognized a lack of experience in the resident staff and initiated recruiting a team with requisite knowledge and skills. Concurrently started searching for a new facility in which to build a 1,000-pallet spot freezer and refrigeration complex. Closely monitored startup efforts of the fledgling operational group and as confidence in the crew’s competency grew, relinquished performance responsibility to the unit’s leadership.

The startup proved successful, and the ongoing business functioned profitably for the ensuing 16 years.

The company operated without forecasting systems for sales or production favoring a legacy procedure based on fulfilling orders when received. Efforts to maintain satisfactory inventory mix and volumes ballooned working capital. Affecting a remedy required gaining company-wide acceptance of a new business-management model.

Conferred with consultants expert in forecasting methodology to design a customized sales-and-operating-planning (S&OP) procedure. Prepared modeling tools for applying the new JIT program, tracking metrics to demonstrate the value in making the change, and training materials needed to educate the complete staff in a new way of working.
Joined the roll-out team as the member dispensing information, explanation, and justification. Advocated for acceptance by highlighting the operational benefits to all departments. Debated with sales management to establish the department’s level of responsibility for estimating accuracy.

Use of the forecasting routine lowered working capital needs $5 million, a 35% reduction.

The company had a poor record meeting OSHA safety standards and plant management did not have improvement as a high priority.

Took on the challenge of getting plant leadership invested in improving working conditions. Constructed analytical metrics and tracking tools to raise awareness of the type and frequency of incidents. Provided evidence of the financial impact neglect had on the bottom line. Conveyed company interest in progress by adding safety discussions as a continuing topic on staff-meeting agendas. Instituted the reporting of all occurrences and near misses to HR and the division president.

Changing factory leadership’s attitude shrunk workers’ compensation costs $600,000 by driving down OSHA reportables 30%.

While a leader in its market segment, the 52-year company faced the constrictions of a narrow, highly competitive, stiffly regulated environment and a pandemic-induced 57% revenue loss that had the manufacturing section operating at 40% capacity. Having purchased the company only four years earlier, corporate’s senior management resisted the idea of changing the business model.

Defined the proper course of action as adding a division dedicated to the retail market to escape the image of a K-12 school meal vendor without jeopardizing that base business. Commissioned a marketing consultancy and collaborated with the professionals to reposition the firm as a consumer-goods manufacturer able to supply product suitable for sale outside the provisioner realm. Developed messaging that presented the company’s existing capabilities as an equivalent, new alternative to incumbent suppliers. Analyzed the current customer base and refocused promotion activities on buyers evidencing substantial growth potential. Re-budgeted the project to accommodate addition of the sales talent needed to expedite the expansion.

The campaign produced $100 million in current sales to some of the most popular retail brands and a $75 million pipeline without alienating the K-12 clients.

Following an unsuccessful attempt to sell the company, received the assignment to shut down 19 regional operations and unload the assets. The staff vital to completion knew a successful effort would produce only lost jobs.

Divided the effort into six sections that reflected basic business functions. Assembled members from each area into cross-functional teams, provided project-management tools, and offered rewards for thorough, accurate, timely execution of group responsibilities. Emphasized to participants the primary goal of generating positive cash flow. Installed stringent financial controls to track inventory liquidation and A/R collections. Oversaw negotiations that sold four operations and exited all building and vehicle leases. Ensured proper processing of 14 office shutdowns.

In less than six months, sold all the inventory, collected all the receivables, and generated $10 million in cash.