ABOUT

 

I’ve spent more than 20 years in manufacturing, working across production, scheduling, materials, inventory, supplier management, and operations leadership. I did not build my career in just one position or one department. I learned manufacturing by working through the problems that connect all of them.

 

A production schedule can look good on paper and still fail on the floor. A machine may be available, but the material is not there. The material may be there, but the priority is wrong. An order may be late because of a capacity problem, a supplier issue, an inventory error, or simply because nobody had a clear view of what needed attention first. That experience shaped the way I lead today.

 

I like being close to the operation. I want to understand what is actually happening on the floor, what is preventing people from succeeding, and what needs to change to get the operation moving in the right direction. I have always been comfortable stepping into difficult situations—past-due schedules, material shortages, poor visibility, inventory problems, competing priorities, and processes that have become harder than they need to be.

 

I also build solutions when existing tools do not provide what the operation needs. That has led me to develop production, scheduling, inventory, material-shortage, and management tools using Excel, Google Sheets, Google Apps Script, and ERP data. I am not a software developer trying to understand manufacturing. I am a manufacturing leader who learned how to build better tools for the problems I was already responsible for solving.

 

Throughout my career, the objective has remained fairly simple: understand the problem, establish the right priorities, give people clear direction, remove obstacles, and follow through until the results improve. For me, good manufacturing leadership is not about managing from a report. It is about knowing what is happening, understanding why it is happening, and being willing to get involved when something needs to change.