Building stronger manufacturing organizations.
For more than three decades, I have led manufacturing organizations through operational turnarounds, performance improvement, Lean transformation, quality improvement, inventory reduction, and leadership development. The examples below highlight representative business results achieved while leading manufacturing organizations across multiple industries.
Representative Manufacturing Transformations
Six organizations. Six different manufacturing challenges. One consistent leadership approach.
Tyco Telecommunications
Technology Leadership & Scale
Introduced breakthrough technology while rapidly scaling manufacturing and supplier capability.
Berry Plastics
Heat Transfer Products
Knauf Insulation
Alpha Packaging
Liberty Safe
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02
03
04
05
06
Turnaround & Working Capital
Safety, Quality & Operational Stability
Global Operations & Enterprise Quality
Employee Engagement & Operational Excellence
Quality Transformation & Profitability
Restored profitability while reducing inventory, lead times, safety risk, and operational instability.
Strengthened safety, quality, efficiency, and leadership accountability in a complex manufacturing operation.
Improved quality, reduced scrap and labor costs, and increased EBITDA through disciplined execution.
Improved output, cost, and safety by building employee ownership and continuous-improvement systems.
Improved profitability and standardized manufacturing and quality systems across international operations.
Heat Transfer Products
Vice President of Operations | 2009 - 2013
Business Situation
As a privately held manufacturer of residential and commercial water heating systems, Heat Transfer Products was experiencing significant quality complaints, extended manufacturing lead times, profitability pressures, and excessive inventory.
Improving operational performance required stronger management systems, greater manufacturing discipline, and more effective leadership.
Leadership Focus
Working with the leadership team, we strengthened daily management, Lean operating systems, production planning, safety, quality systems, and Total Productive Maintenance (TPM).
Rather than pursuing isolated improvement projects, the objective was to build sustainable management systems that enabled employees to solve problems, improve processes, and continuously strengthen operational performance.
Business Results
EBIT improved from 0% → 5% (~$3.5M annually)
Inventory reduced $29M → $12M
Boiler lead time reduced 6 weeks → 2 weeks
TRIR improved 9.0 → 2.5
Established disciplined daily management and TPM to improve operational stability and sustain performance improvements
Leadership Lesson
Sustainable operational improvement resulted from disciplined management systems, capable leaders, and clear accountability—not isolated improvement projects. As those systems matured, improvements in quality, delivery, inventory, safety, and profitability followed.
Executive responsibility for manufacturing, quality, engineering, maintenance, supply chain, planning, safety, and continuous improvement across two manufacturing facilities.
Manufacturing Environment
Residential & Commercial Water Heating • Privately Held Manufacturer • Approximately 200 employees • 2 Manufacturing Facilities
Primary Challenge: Restore profitability by reducing quality complaints, inventory, and manufacturing lead times while strengthening operational performance.
Liberty Safe
Vice President of Manufacturing | 2023 - 25
Business Situation
Liberty Safe had experienced rapid business growth followed by a significant market slowdown. The manufacturing organization faced safety challenges, inconsistent product quality, recurring operational disruptions, and opportunities to improve manufacturing efficiency.
Building a more disciplined operating system required strengthening leadership capability, increasing employee ownership, and establishing greater accountability throughout the organization.
Leadership Focus
Working with the leadership team, we strengthened daily management, leadership accountability, employee engagement, quality systems, preventive maintenance, and performance measurement.
Rather than relying on isolated improvement projects, the objective was to create a safer, more stable manufacturing operation built on disciplined execution, problem solving, and continuous improvement.
Business Results
Reduced Cost of Poor Quality by approximately 50%
Improved Total Recordable Incident Rate (TRIR) from more than 12 to approximately 5
Improved overall manufacturing efficiency by 17%
Improved paint line First Pass Yield by 22% through cross-functional root cause analysis and process improvements
Strengthened daily management, maintenance, and leadership systems to improve operational stability
Leadership Lesson
Operational performance improved as leaders became more engaged on the shop floor, employees assumed greater ownership for safety and quality, and management systems shifted from reacting to problems toward preventing them.
Sustainable improvement depended as much on leadership behavior and accountability as on technical process improvements.
Executive responsibility for manufacturing, quality, engineering, maintenance, safety, and continuous improvement for a leading manufacturer of residential and commercial security products.
Manufacturing Environment
Residential & Commercial Security Products • Privately Held Manufacturer • Approximately 200 Employees • Single Manufacturing Facility
Primary Challenge: Improve operational stability by strengthening safety, quality, manufacturing performance, and leadership accountability while supporting continued business growth.
Tyco Telecommunications (Formerly AT&T Submarine Systems)
Engineering & Operations Manager (Clark) • Plant Manager (Exeter) 1995–2003
Business Situation
During the rapid expansion of the global undersea fiber-optic telecommunications industry, the organization faced unprecedented demand for increasingly sophisticated transmission technology. At Clark, New Jersey, we introduced the world's first commercial implementation of erbium-doped fiber amplifier (EDFA) technology into undersea repeaters while dramatically increasing manufacturing capacity. Later, as Plant Manager in Exeter, New Hampshire, I led manufacturing for a new generation of optical transmission equipment as the business rapidly expanded to meet global demand.
Leadership Focus
Working with engineering, manufacturing, and front-line production teams, we redesigned manufacturing processes to support increasingly sophisticated telecommunications technology while dramatically improving throughput and manufacturability. At Clark, we introduced the world's first commercial implementation of EDFA technology by fundamentally redesigning the repeater's internal architecture while retaining the proven pressure housing. Manufacturing innovations included replacing electron-beam welding and X-ray inspection with TIG welding and non-destructive ultrasonic testing, improving molding, splicing, and electro-optical testing processes, implementing GD&T, and incorporating design-for-manufacturing and mistake-proofing principles into new product designs.
As Plant Manager in Exeter, the focus expanded beyond manufacturing engineering to organizational leadership. Working closely with Research & Development, we successfully introduced next-generation optical transmission equipment into production, developed engineering managers, strengthened manufacturing leadership, and partnered with key suppliers to improve manufacturability and production capacity. When a critical California supplier struggled to meet demand, we deployed test equipment and experienced technicians to accelerate their manufacturing capability and protect customer commitments.
Business Results
Clark, New Jersey
Successfully introduced the world's first commercial implementation of erbium-doped fiber amplifier (EDFA) technology into undersea repeaters
Increased repeater manufacturing output by 5×
Reduced manufacturing costs by more than 50%
Maintained exceptional product quality and reliability while dramatically increasing production capacity
Exeter, New Hampshire
Successfully launched manufacturing of next-generation optical transmission equipment
Helped double annual business revenue while contributing to a fourfold increase in EBIT (to approximately 20%)
Developed engineering leadership while strengthening manufacturing systems and supplier capability
Established Lean manufacturing, daily management, and cross-functional operating systems supporting continued growth
Leadership Lesson
This assignment fundamentally shaped my approach to manufacturing leadership. I learned that sustainable operational improvement comes from combining technical excellence with engaged people, disciplined execution, and management systems that enable continuous improvement. Those lessons have guided my leadership throughout every role since.
Executive leadership responsibilities for engineering, manufacturing, quality, production planning, safety, and continuous improvement supporting the manufacture of high-reliability electro-optical repeaters and optical transmission equipment used in global undersea telecommunications systems.
Manufacturing Environment
High-Reliability Telecommunications Equipment • Global Infrastructure Products • Approximately 700 Manufacturing Employees • $500 Million Manufacturing Operation • Advanced Electro-Optical Assembly & Test
Primary Challenge: Scale manufacturing capacity rapidly to meet unprecedented global demand while maintaining the quality and reliability required for equipment expected to operate on the ocean floor for decades.
Alpha Packaging
Plant Manager | 2018 - 2020
Business Situation
Alpha Packaging operated a high-volume plastics manufacturing facility serving demanding consumer packaging customers. Improving financial performance required better manufacturing execution, stronger quality systems, lower scrap, and improved labor productivity while maintaining customer service in a continuous 24/7 manufacturing environment.
Leadership Focus
Working with the leadership team, we strengthened daily management, production scheduling, quality accountability, maintenance planning, and employee development. Visual management, root cause analysis, production reporting, and Lean manufacturing principles became part of daily operations to improve quality, reduce waste, and increase manufacturing performance.
We also implemented structured production accountability, improved communication across shifts, and made production and quality data visible to supervisors, strengthening decision-making throughout the operation.
Business Results
Improved quality from 4,500 DPPM to 900 DPPM
Increased EBITDA by 24%
Reduced manufacturing scrap by 50%
Reduced labor costs through training, packaging automation, and organizational restructuring
Strengthened production accountability through visual daily management and cross-functional leadership
Leadership Lesson
High-volume manufacturing succeeds through disciplined execution and visible performance management. By strengthening quality ownership, improving operational transparency, and empowering supervisors to lead continuous improvement, the organization delivered significant gains in quality, productivity, and profitability.
Executive responsibility for manufacturing, quality, maintenance, engineering, warehouse operations, safety, and continuous improvement for a high-volume plastics manufacturing facility operating 24 hours a day, seven days a week.
Manufacturing Environment
PET and HDPE Packaging • Privately Held Manufacturer • Approximately 120 Employees • 160,000 sq. ft. Facility • 24/7 Operations • 22 Injection Blow Molding Machines • Approximately 200 Million Bottles Annually
Primary Challenge: Improve profitability by strengthening manufacturing quality, reducing scrap, improving labor productivity, and increasing operational discipline while maintaining demanding customer delivery requirements.
Knauf Insulation North America
Plant Manager | 2014 - 2018
Business Situation
Knauf Insulation operated a large continuous-process manufacturing facility where production stability, equipment reliability, and employee engagement directly influenced safety, manufacturing performance, cost, and customer service. Improving operational performance required building stronger management systems while developing greater ownership throughout the organization.
Leadership Focus
Partnering with production, maintenance, engineering, and front-line leaders, we established a shared plant vision, aligned goals and incentives, implemented daily management, visual performance management, layered leadership audits, employee-led 6S, Total Productive Maintenance (TPM), and structured operator training.
Beyond improving plant performance, I collaborated with international manufacturing leaders to help establish Knauf's corporate Continuous Improvement and corporate Maintenance Excellence programs, expanding these practices beyond a single facility.
Business Results
Increased manufacturing output by 15%
Reduced manufacturing costs by 6%
Reduced injury rate by 50%
Maintained world-class manufacturing efficiency while improving employee engagement
Helped establish Knauf's corporate continuous improvement program across multiple facilities
Leadership Lesson
Long-term manufacturing performance depends on engaged employees, disciplined leadership, and reliable management systems. By aligning organizational goals, developing front-line leaders, and creating employee ownership for continuous improvement, the plant achieved sustainable gains in safety, productivity, and operational performance.
Executive responsibility for manufacturing, maintenance, engineering, quality, warehouse operations, safety, environmental compliance, and continuous improvement for a unionized glass wool insulation manufacturing facility.
Manufacturing Environment
Building Products • Glass Wool Insulation • Approximately 150 Employees • 500,000 sq. ft. Facility • Continuous 24/7 Manufacturing • Union Workforce • ISO 9001, ISO 14001, ISO 50001 & OHSAS 18001 Certified
Primary Challenge: Improve manufacturing performance while strengthening employee engagement, safety, equipment reliability, and operational discipline within a continuous-process, union manufacturing environment.
Berry Plastics (formerly Tyco Plastics & Adhesives)
Director of Operations / Director of Quality / Regional Plant Manager | 2003–2009
Business Situation
The business required stronger operational performance, improved financial results, and greater consistency across geographically dispersed manufacturing operations. As responsibilities expanded, there was also an opportunity to unify multiple quality systems, improve customer responsiveness, and establish common operating practices throughout the division.
Leadership Focus
Working with leadership teams across multiple facilities, we strengthened operational accountability, Lean manufacturing, Six Sigma, inventory management, production planning, and financial discipline. Standardized operating practices were introduced to improve consistency while allowing individual plants to maintain ownership for execution.
As quality leadership responsibilities expanded, I established the division Quality Office, integrated multiple quality systems into a unified management system, implemented structured complaint management, and strengthened ISO certification and compliance processes across the organization.
Business Results
Improved Houston plant profitability from −3% EBIT to 15% EBIT
Increased manufacturing output by 14%
Completed 18 Six Sigma projects reducing direct labor costs by 15% and overhead by 8%
Reduced inventory from 40 to 28 days of supply
Reduced customer complaints by 20%
Established the division quality organization and integrated quality systems across 15 manufacturing facilities
Directed ISO 9001, ISO/TS 16949, and ISO 13485 certification and compliance programs
Leadership Lesson
Leading manufacturing organizations across multiple countries requires balancing standardized operating systems with strong local leadership. Sustainable improvement came from developing capable plant leadership teams, establishing common management systems, and creating a culture where safety, quality, operational discipline, and continuous improvement became shared organizational responsibilities.
Executive leadership responsibilities spanning global manufacturing operations, quality, continuous improvement, and regional plant management across multiple manufacturing facilities in North America, Europe, and Asia.
Manufacturing Environment
Industrial Adhesives & Protective Coatings • Global Manufacturing Organization • Manufacturing Facilities in Mexico, Belgium, United States & India • Approximately 300 Manufacturing Employees • Division Quality Leadership Supporting 15 Manufacturing Facilities
Primary Challenge: Improve operational performance across multiple international manufacturing operations while strengthening profitability, quality systems, and organizational consistency during a period of significant business growth.
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