A large plant started missing deadlines and KPIs along with staff conflict issues occurring across the various operating teams. A baseline review of the processes and how these interfaced across the teams provided insight into where and why the issues were occurring.
Brought in to turn operations around in a national retail chain. In one year, the team achieved a 28% increase in EBITDA including a $2.5 million reduction in SG&A, reduced turnover rate, improved customer service, safety and injury results, while consolidating two major business units.
Completed a cold-eyes review on four projects to identify why cost overruns were 2-3 times higher than budget. Baseline report reflected project processes not fit for purpose, weak governance, delayed project controls information, employee skill gaps, poorly communicated expectations from leadership and low accountability, and perhaps most importantly – previous acquisition was not integrated into the company which resulted in significant cultural differences in project approach
Developed a pricing model for a service-based seasonal business to use for project bidding. This served to equip the owner with more accurate job and financial forecasting.
Completed an organizational structural review of a company with seven operating divisions. Provided a report on where opportunities exist for streamlining operations and synergies.

Provided a report focusing on the business model effectiveness along with where opportunities existed for streamlining the models to provide an estimated additional $5 million in EBITDA
Executed an organizational review of 60 stakeholders in 3 functions to

achieve improved revenues through a new organizational structure, roles, responsibilities and decision-making authority.
Achieved $210M in one-time savings and $90M in recurring annual savings through a transformation of all teams involved by redesigning processes, systems, standards, and organizational structure across 200+ internal and external stakeholders.
Targeted $300M in annual savings with the transition of 4000+ stakeholders and HR, IT, Supply Chain and Procurement, Accounts Payable and Receivable, and Maintenance organizations transitioning into the new operator’s organization.
Led the establishment of a PMO for a $250M gas plant in the Kurdistan region, driving governance and local Kurdish stakeholder engagement along with business process development and implementation. Developed onboarding and training programs for local resources, fostering operational self-sufficiency post-project.