About MR Consulting
Why Companies Work With Me
Most business problems don't exist in isolation.
Production delays affect customers. Poor scheduling creates overtime and inventory problems. Weak standard work affects quality. Leadership gaps create turnover and accountability issues. Disorganized processes consume labor and margin.
Eventually, all of it shows up on the P&L.
I work with owners and leadership teams to identify where operational performance is breaking down — then help build practical systems that improve the business.
The work may involve:
• Operational performance and production flow
• Leadership development and accountability
• KPI and P&L alignment
• Workforce stability and retention
• Standard work, SOPs and process improvement
• Scheduling, inventory and material flow
• Succession and leadership bench strength
• Culture and organizational alignment
The objective isn't improvement for improvement's sake.
It's building an operation that performs better, develops stronger leaders and produces sustainable financial results.
My Role as Your OpEx Advisor
Growing and established businesses sometimes reach a point where working harder no longer solves the problem.
Orders are increasing, but margins aren't. Production is busy, but output isn't where it should be. Leaders spend their days fighting fires. Turnover continues. Inventory grows. Customers are waiting. Everyone is working — but the business isn't performing the way it should.
That's where I can help.
As a Fractional Operational Excellence Advisor, I work alongside owners and leadership teams to identify what's limiting performance and help implement practical solutions without adding another full-time executive.
My approach looks at the entire operating system:
People — leadership, accountability, turnover, development and succession
Process — workflow, standard work, SOPs, scheduling and continuous improvement
Performance — KPIs, productivity, quality, downtime, backlog and customer delivery
Profitability — connecting operational decisions to labor, margin, cash and the P&L
The goal is simple:
Find what's getting in the way. Fix what matters. Build systems that last.
How It Works
Step 1 — Diagnose What's Really Happening
We begin by looking beyond symptoms.
I review the operation from both the floor and the financials — including P&L performance, KPIs, production flow, quality, downtime, scheduling, inventory, turnover, leadership effectiveness, standard work and workplace organization. I also spend time where the work actually happens.
The objective is to understand what the numbers say, what leadership believes is happening, and what is actually happening in the operation.
Step 2 — Identify the Priorities
Not every problem deserves equal attention.
Together, we identify the few operational barriers having the greatest impact on performance, people and profitability and develop a prioritized improvement roadmap.
No 75-page consulting report.
The organization leaves this phase knowing what needs to change, why it matters, who owns it and how progress will be measured.
Step 3 — Execute Together
This is where MR Consulting is different from traditional consulting.
I don't simply identify problems and leave your leadership team with a report.
I work alongside your leaders to implement improvements, establish accountability, develop internal leadership capability and measure results.
The objective is not to make your organization dependent on a consultant.
It's to build an organization that eventually doesn't need one.
Why Me?
I've Sat in the Chair.
I'm not a career consultant who learned operations from a textbook.
I've spent more than 30 years leading businesses, manufacturing operations and people. I've carried P&L responsibility, led multi-site operations, managed manufacturing, distribution and transportation, developed leaders, built operating systems and helped organizations navigate growth, change and turnaround situations.
I've dealt with the same issues business owners and operational leaders face every day — late orders, labor challenges, quality problems, inefficient processes, inventory issues, leadership gaps, turnover and the constant pressure to improve performance without losing your people in the process.
That experience shapes the way I consult.
I don't walk into an organization assuming I already know the answer. I look at the numbers. I walk the operation. I listen to the people doing the work. I ask questions. And I work with leadership to identify what's really getting in the way.
Because sustainable Operational Excellence isn't just about improving a process.
It's about building stronger leaders, better systems and an organization capable of continuing to improve long after I'm gone.
I've led it. I've lived it. Now I help others improve it.
