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Chief executive officer with full P&L responsibility for Sales and Operations turnaround; success growing profits in competitive segments.

• Improved EBITDA by 22% (annualized rate) through lean and Six Sigma structured problem solving.• Earned $1 M sales in first nine months by launching company’s first ecommerce website, saving $400,000.• Enabled 50% productivity gains in 120 days, 75% lead time reductions by Lean manufacturing Kaizen events.

Work experience

Feb 2009Present

Managing Director

Hawkeye Consulting Advisors, Ltd.

Lead improvement projects to revitalize manufacturing, distribution and retail organizations.Provide objective business development and operational advice, expertise and specialist skills creating value, maximizing growth and improving business performance.Train, coach, and facilitate best practices.

·Grow profitability and revenues 35% by introducing new marketing initiatives, forging effective strategic alliances, implementing innovative sales techniques and reenergize sales force.

·Increase earnings and product sales 40% by refining sales message, creating unique sales offer and positioning the company with a unique offer that cannot be duplicated by competitors following company’s experience implementing LEAN / Six Sigma manufacturing methods.

·Implement strategic growth plan, 2X in 2 years, by evaluating current competitive environment and benchmarking business against leading competitors.

Mar 2011Present

Vice President & General Manager

Eilers Machine and Welding, Inc.

Eilers Machine and Welding supplies a wide variety of fabricated metal components. Over 50% of the business comes from Department of Defense related contracts and includes a wide assortment of new and replacement parts for land, sea and air military applications.In 2008 we were awarded 634 contracts from the Government and earned over $9.4 million with 60 employees. The company has a proven track record in servicing a broad range of machining, fabrication, welding and finishing needs and ensures total compliance with customer specifications and tolerances.At Eilers Machine and Welding, we aspire to delighting our customers. We are proud that our work and products touch the lives of US Military personnel around the world every day.  To meet and exceed our customer’s expectations takes strong teamwork and quality employees.

Jun 2003Jan 2009

Assistant Vice President | Director

Man Roland

Responsible for coordination and functional leadership of SCM and sales support activities in largest customer business segment, within a process of identifying and reallocating functions, risks and people.

·Increased new product sales 150% over 6 years with increased 20% customer growth for 6 consecutive years.Creating new business pipelines with major accounts, process improving service delivery, implementing innovative sales techniques and reengineering operational effectiveness.

·Earned $1 million sales in first 9 months by launching company’s first ecommerce website yielding improved customer care rates and saving $400,000 over 3 consecutive years.

·Drove growth and effective organizational productivity as recognized customer service leader among industry executives using SAP information system to analyze data and create actionable plans.

·Customer service expertise acknowledged by industry standards board during Detroit conference.

Mar 2001Jun 2003

Director, Materials and Parts

Goss International

Reengineered supply chain, product engineering, distribution, marketing within sales and service organization for international equipment manufacturer / distributor utilizing continuous improvements.

·Grew product sales 25% and 20% cost reductions for two consecutive years by reengineering 50-person department, introducing new sales techniques, forging effective strategic alliances and implementing innovative marketing initiatives.

·Increased customer order fill rates to 90%+ and raised priority on-time deliveries 59% by delivering operational improvements and reducing purchase costs 10% in Oracle information system environment.Monitor performance and identify problems/opportunities for improvement.

·Established metrics across sites to monitor performance and identify the nature and cause of problems through effective structured problem solving methods.

Jun 2000Oct 2000

Director, Materials & IT

Sears Manufacturing

Responsible for materials management and information systems and eliminated past due shipments.

·Launched 50% productivity gains in 120 days and sustained higher customer satisfaction is quality and delivery.Introducing LEAN Six Sigma Kaizen continuous improvement events, introducing Synchronous Manufacturing discipline to the planning and scheduling function.

·Enabled 75% lead time reductions for new product introductions by initiating engineering software configurator launch.

·Implemented solutions based on Lean Production system design and transformation principles.


Materials Manager

Valmont Industries

Led materials management, procurement and warehouse operations team within multi-plant manufacturing division.Team launched green field start-up.Demand Flow Technologies (DFT) trained, led 45-member team in continuous productivity improvements in materials cost control and production efficiencies.

·Uncovered $250K in inventory reduction costs savings, improved inventory turns 10% better than plan and identified 15% cost savings by implementing ERP system and introducing Deere & Company supply chain management cost reduction processes based on Zero Based Costing.

·Reduced past due orders 30% by renewed controls leading post-implementation advisory team to the Netherlands providing effective training for improved utilization and user diagnostics.

·Launched Enterprise Resource Planning (ERP) software implementation 6 months ahead of deadline by reengineering and leading 40-member cross functional team with renewed project momentum and increased project team effectiveness.


Production & Inventory Control Manager

Bell Sports

Responsible for S&OP, master and finite scheduling activities for all stock keeping units (SKU’s) as well as warehouse operations in line with site and corporate lean inventory and productivity targets.

·Improved customer order fill rates to 95%, increased throughput 17% and lowered targeted inventories by 60% over 2 years by initiating LEAN Manufacturing delivery schedules from top suppliers and introducing synchronous manufacturing scheduling and priority techniques.

·Increased inventory turns 27% by leading task force eliminating excess obsolete inventory.

·Key contributor for company expansion in Australia start-up; achieved 1st year targets.


Sep 1986May 1988


The University of Iowa


MS Project
MS Publisher
QAD Mfg/Pro
MS Word
MS Excel


Production and Inventory Control


Integrated Resources Management