Trevor Cusworth

Trevor Cusworth

Work History

Work History
Nov 2008 - Present


Step One Consulting LLC

Consultant focused on implementing manufacturing operations improvement strategies across a number of industries, particularly food and consumer goods.Work in partnership with leading system vendors to enhance their value-add to their customers by implementation of financial metrics, key performance indicators and performance solutions.

Sep 2007 - Nov 2008


Lead responsibility for the growth of a new practice focused on manufacturing operations improvement activities down to the shop floor level.  Focused on process, food & beverage, consumer goods, industrial products and automotive Industries.  Responsible for end-to-end process from business development, to project delivery and management.

  • Performance Improvement Subject Matter Expert.  Deep competence in the use of performance metrics and shop floor data to identify opportunities and drive financial performance improvement.  Skilled in developing high performance customer teams that deliver significant results.  Assisted in the design and implementation of management systems and processes to sustain and grow profits.
  • Focus on Sustainability.  Intense focus on environmental sustainability in manufacturing operations.  Experience in helping manufacturers identify areas for sustainability improvements and designing and implementing solutions for the short term and long term.  Authored article on Sustainability in Manufacturing.  Keynote speaker on Sustainability at PackExpo 2008
Jan 2002 - Aug 2007


Hagen & Co

Hired to lead re-start of North American operations for a firm providing manufacturing and process improvement services.Drove all aspects of business including sales and marketing, practice management, consulting services and software development.Clients included Coca Cola, Miller Brewing, BASF, Colgate-Palmolive, Starbucks, BP/Amoco, International Truck and International Paper.

  • Repositioned and Refocused Business Strategy.Shifted business focus from pure consulting to a combination of consulting and software licensing of internally developed software that identifies profit improvement opportunities within a business.Grew practice from zero to $3.5 million in revenues in three years, tripling staff to meet demand.
  • Maximized Business Value & Opportunities.Created strategic plan focused on key customer strategies and partnerships, optimization of current products and operations, and identification of new customer opportunities.Created stronger identity and visibility for the firm with new web site, publications and participation in conferences and other industry events.
  • Delivered Competitive Advantage for Clients.Led numerous client engagements resulting in tens of millions of dollars in profit improvement, includingelimination of a 20-year equipment problem for large multinational chemical company that was restricting output in a plant in seven weeks, and the analysis and elimination of bottlenecks for a large textile operation, dramatically increasing performance, efficiency, output and reliability and a doubling of profits.
Jan 1999 - Oct 2001

VP, Performance Solutions


Hired to start a new division focused on delivering value-added solutions rather than traditional hardware and software products.Solutions were designed to deliver guaranteed measurable performance improvement through the application of strong domain expertise and advanced technologies. Managed operations in North America, Europe and Asia, with full P&L accountability, and responsibility for 650 employees.Emphasis on meeting aggressive growth plans and structuring the business model around value solutions.

  • Increased Market Share & Profitability.Defined new strategic directions affecting business growth, marketplace positioning, and operational capabilities, growing global business revenue from $5 million to $85 million and staff from 50 to 450 in two years. Led acquisition and integration of three companies, two in the US and one in Canada/UK
  • Delivered Substantial Results.Achieved numerous improvements for customers by optimizing manufacturing performance, driving continuous improvements, and reducing costs, delivering paybacks of six months to a year.Generated $20 million annual savings for Middle Eastern oil refiner, $12 million for Texas Gulf Coast chemical manufacturer, and $6 million for Alaska gas producer.
Jan 1987 - Dec 1998

VP, Operations

Various roles up to and including the direct management of the professional services organization of 100+ engineers responsible for improving process manufacturing efficiency and profitability through delivery of advanced applications.Managed $30 million P&L and oversaw 150 projects globally.

As VP of Business Operations, program managed a $5 million internal reengineering project to integrate the 15 companies that were acquired over a 2 to 3 year period by AspenTech.This included designing common business processes from “quote to cash” and involved managing the world-wide implementation of an Oracle ERP system, including financials, order entry and customer service with internal and external resources.


Oct 1976 - Jun 1979


University of Leeds