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Work experience



Midfield Advisors

Advisory and consulting practice focused on strategy, growth, productivity, executive coaching and operations improvement for jr. to mid-market product focused companies. Midfield's assessments and recommendations follow a process driven approach that evaluates strategy deployment, management operating systems, execution systems, operations footprint, continuous improvement and organizational design and development in the delivery of sustainable results.

Jul 2006Dec 2007

Chairman and CEO

P&L Leadership for a $100M, 400 employee precision machined parts supplier to the aerospace and industrial gas turbine engine markets. Paradigm is a private equity backed roll-up that focused on acquiring and integrating undermanaged and/or operationally distressed businesses. The result was a global company with over 400 employees located in the US, Mexico and Tunisia. Its customers include all major aircraft engine manufacturers, the US Government and several large power generation OEMs in the US and Europe.

  • Worked with a diverse, investor-infused board to establish corporate governance, acquisition and organic growth strategies, targets/goals, budgetary guidance, controls and feedback mechanisms.
  • Developed a manufacturing competency and build-out strategy that defined the criteria for Paradigm's acquisition pipeline and value proposition. Formally evaluated 6 potential acquisition candidates and closed two.
  • Negotiated a complex performance-based MOU with a large aerospace OEM to reverse the planned transition of $11M in 2007 backlog due to performance of our first acquisition. Exceeded all targets in half the timeline, transforming the OEM's supplier classification from "exit" to "grow".
  • Launched integration and positioning actions to create a one-company focus: product rationalization, common goals and metrics, flat organizational structure, bid and proposal strategies, communication.
  • Initiated a lean strategy for the company. Recruited lean experts and leadership. Completed the cellularization of 30% of one factory operation that resulted in a capacity increase of 30% while reducing headcount (15%), scrap (40%), overtime (20%).
  • Developed a comprehensive bid and proposal process/strategy that resulted in a $170M win in a highly competitive reverse auction format (40% low cost international suppliers). Increased backlog 23% and EBITDA by 31% as a result of the win.
  • Enhanced Paradigm's brand by standardizing messages and leveraging those messages through internal communications, local media, trade publications and industry conferences.
Jan 2003Jan 2006

VP/GM, Hardware Product Group

Promoted into this role and challenged to improve the parent company's options for this non strategic and perennially underperforming distribution and value added services business. The role had full P&L responsibility with direct management of 13 and broad responsibility for 725 employees located in the US, Asia and Europe. Total revenue was $440M in 2005 with over 220,000 SKUs in the catalog.

  • Lead the development of a growth and productivity strategy for this business that was reviewed with and accepted by the Chairman and CEO of Honeywell International in 2003.
  • Improved the enterprise value of this business by 275% through profitable growth (20%) and improvements in income performance (93%). Improved ROTA from 5% to 13% through improvements in profitability and working capital.
  • Successfully introduced 5 new service product offerings that delivered $100M in revenue at 5X the ROI performance of the legacy business.
  • Improved customer satisfaction ratings from 67% at the end of 2002 to 95% in 2004 and held the gains; worst to best in Honeywell Aerospace.
  • Improved cost-competitiveness by rationalizing customer service and distribution operations: reducing census by 25% and distribution footprint by 20%.
  • Guided the organization from worst to best-in-Honeywell safety performance. Achieved VPP Star status in our largest domestic distribution center and OHSAS-18001 certification in the Hamburg GMBH center.
  • Positioned this business for an eventual divestiture (2007) and a large net gain (multiple of book value).
  • Formally recognized by the Chairman and CEO of Honeywell International for revitalizing this business.
Aug 2001Jan 2003

VP, Phoenix Engine Services

Full P&L responsibility for this vertically integrated $490M, 1,100 employee, aircraft engine, sub-system and component remanufacturing, repair and overhaul business. Direct reports to this position were Sales, HR, Finance, Supply Chain, Product Line Operations (4), Safety, Quality Assurance and 6 Sigma. Promoted into this role to improve operating/financial performance and customer service.

  • Improved operating income performance by 28% despite the impact of 9/11 on the aerospace markets through aggressive census management, labor cost productivity, material cost productivity and performance improvements on high margin products.
  • Executed a lean strategy that reduced turnaround time (cycle time) for component repair by 45%, and engine repair and overhaul by 30% while generating over 8% annual labor cost productivity.
  • Personally heightened the business' customer relationship management profile though frequent customer feedback visits, executive level strategic growth and alignment discussions and negotiations with several major airline customers.
  • Introduced Sales, Inventory and Operations planning concepts to better align demand, labor capacity and inventory. Improved cash performance by 120%
  • Leveraged technology and six sigma tools to launch a repair and overhaul work scoping technique that generated over $2M in first year material cost productivity for power-by-the-hour engine maintenance.
  • Improvements resulted in a "Site of the Year" award from the VP/GM of Honeywell's Global Aviation Aftermarket business.
May 2000Aug 2001

General Manager, Miltary R&O

P&L responsibility for a $100M, 200 employee remanufacturing center that provided military repair and overhaul depots with remanufactured gas turbine engine systems and components. MROC was an underperforming unit of Honeywell's Global Aviation Aftermarket business that suffered from throughput constraints and poor relationships with its external "owners" in the matrixed sales/marketing and program management business units.    

  • Delivered a 65% sustainable improvement in throughput (in 60 days) and a 130% improvement in income (14 months) through volume leverage, lean deployments and the introduction of improved forecasting and scheduling methods.
  • Improved relationships with "outside owners" in Defense and Space Sales and Military and Helicopter Programs by rolling out a Sales, Inventory and Operations planning process that drove collaboration, accountability and execution.
  • Generated an additional $8M in free cash flow by re-engineering the invoicing process to its government customer. Days Sales Outstanding (DSO) improved from 59 to 27 days.
  • Upgraded talent, organizational structure and management operating systems to optimize communication, planning, accountability and execution.
  • Turnaround resulted in a "Site of the Year" award from the VP/GM of Honeywell's Global Aviation Aftermarket business.
Sep 1995Mar 2000

VP, Ocala Fluid Products

Grimes Aerospace was a $220M private equity owned producer of aircraft lighting, passenger service unit, avionics, and fluid/ECS management products. The Ocala Fluid Products business was a vertically integrated, underperforming original equipment design and manufacturing center with a history of quality and customer service issues. Products included heat exchangers, fans, bleed air ducting and engine seals.    

  • Doubled sales to $35M and delivered a 250% improvement in operating income through a comprehensive program involving price rationalization, quality improvement, lean deployments and key heat transfer program wins.
  • Delivered >8% annual cost productivity and a 5X increase in sales per employee through material cost productivity initiatives, a 75% reduction in scrap and rework costs, and improvements in methods and work flow.
  • Introduced a Sales and Inventory Planning Process (SIOP) that improved delivery performance to >95%. Introduced lean flow lines and improved forecasting techniques to double inventory turns.
  • Divested this business to a strategic buyer in 2000 (competitor), fulfilling a due diligence assumption of the Allied Signal acquisition of Grimes in 1997.
Jan 1994Sep 1995

Director, Manufacturing Technology

Staff role reporting to the Senior Vice President of Manufacturing Operations. This position was responsible for the development and maintenance of the goal deployement and measurement systems, lean enterprise deployments across all sites  and special projects as assigned.

  • Completed initial wave of lean projects and training in all Grimes sites (> 200 EE trained); completed a full lean transformation in two of those sites.
  • One of 4 executives chosen to evaluate the company organizational structure for speed of communication, cost and responsiveness. Recommendations were accepted and fully implemented in 1995.
  • Developed a full set of KPI's for Manufacturing Operations and facilitated monthly reviews across all sites.
  • Completed interim program management assignment for the 777 wing tip light qualification. Brought program back to schedule compliance and fully qualified product per scope of work.
Sep 1991Jan 1994


Manager, Operations and Quality (1992 - 1994)

Responsible for all aspects of product quality assurance and control for the Ocala Fluid Products site.

  • Took assignment in response to customer product integrity findings. Installed quality control and compliance procedures to correct deficiencies noted by customer. .
  • Used advance quality engineering problem solving tools like experiemental design and ANOVA to decrease defects by over 95% while reducing scrap and rework costs by over 75%
  • Achieve Boeing D1-9000 approval in less than 120 days from project start.
  • Implemented an operator self inspection process that reduced inspector headcount while reducing defects.

Manager, Process Analysis and Improvement (1991 - 1992)

  • Responsible for developing, training and implementing total quality management improvement processes across engineering and operations.
  • Developed and implemented SPC, Concurrent Engineering and PMA approval standards for the company. Completed a 5 month PMA approval re-engineering project to bring the company into compliance.
Sep 1983Sep 1991


McDonnell Douglas Helicopter Corp.

Project Manager, Total Quality Management   (1990 - 1991)

Project Manager, Light Helicopter Program Quality (1988 - 1990)

Manager, International and Domestic Supplier Quality (1985 - 1988)

Procurement Quality Representative (1983 - 1985)

  • Budgeted for and coordinated quality assurance resources in quality engineering, planning and inspection in the FAA type certification of the NOTAR helicopter.
  • Lead 11 procurement quality assurance representatives in the western US, Korea and Israel in support of the Apache helicopter program. Also responsible for coordinated supplier audits in the western United States for all McDonnell Douglas aerospace sites.
  • Created a Company-wide standard for command media that was used to improve the effectiveness of quality, procurement and engineering procedures.


Honeywell Int'l

JCIT - Demand Flow College

Honeywell Int'l



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A C-level leader with broad turnaround, value creation and change management experience in complex product focused businesses. An experienced, high energy and collaborative approach to leadership that delivers dramatic improvements in income, cash and return on investment performance while executing strategies that build a strong culture of commitment and strategic growth. A proven track record in a diverse set of operating environments: private equity, public, large and small companies, troubled assets, non strategic and strategic holdings, global and/or local footprint.

Proven Results

  • Strategic Planning and Deployment
  • Multi-Site and Global Operations Management
  • Performance Management
  • Acquisition, Integration and Rationalization
  • Talent Development
  • Working Capital Management
  • Operational Excellence
  • Quality Management
  • Customer Relationship Management
  • Cost Productivity


Lean Manufacturing


Six Sigma Blackbelt

Honeywell Int'l