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37 Years Experience working as an employee and a consultant to U.S. Manufacturing Companies beginning as an engineer and evolving manufacturing operations management, financial analysis, strategy, and market economic analysis. MBA in Finance and Managerial Economics from The University of Michigan, B.S. in Manufacturing Technology from Eastern Michigan University, and A.S. in Metallurgical Technology from Washtenaw Community College.

Experience with OEMs, Suppliers, and Aftermarket Distribution in Automotive, Light, Medium, and Heavy On-Highway Truck, Off-highway Equipment including Agricultural, Construction, Mining, and Railroad and General Manufacturing Equipment.

Market Economics - A major national distribution company sought to significantly grow it office furniture distribution business. They needed to fully understand the full range of channels to market, the size and growth rates of each type of channel participant, and their own market shares in each channel participant stages. The findings identified that a number of their current target channel participants were in segments that were declining. The analysis also uncovered other key segments in which they should increase their presence to achieve significant growth. Armed with these insights the client was able to redirect its focus and bolster its capabilities to achieve meaningfully growth.Voice of Customer - A manufacturer of industrial mechanical power transmission products sought to grow through entry into new segments. In order to do so it needed to understand the wants and needs of prospective customers in these new segments. A series of open ended voice of the customer interviews were conducted across the new segments in both North America and Europe. The synthesis of the voice of the customer findings revealed which segments would be most receptive to the client’s offering as well as the critical product and support dimensions that would be required in order for them to win in those new segments. This enabled the client to enter and grow successfully in these new market segments.Growth Strategy - The client had just acquired a manufacturer of components for agricultural equipment in the OEM and Aftermarket channels. The largest growth opportunity was believed to be the European market. The client needed to validate the size of the market, its growth prospects, the wants and needs of current and prospective customers, and to develop the strategy to rapidly grow the business in Europe. The market economics showed a large but very flat and mature market. But voice of the customer assessment uncovered that the customers were very dissatisfied with the long standing market leader. This created a significant growth opportunity in what is otherwise a very mature slow growth market. The recommended strategy focused on how to significantly grow the client’s European business by taking share from the complacent market leader.Acquisitions - A scientific technology company sought to acquire an additional company in a new sector. They sought assistance to perform market due diligence while they and other advisors conducted legal and financial due diligence. The three week engagement took the form of performing a wide series of quick interviews with current and prospective customers of the acquisition candidate across multiple end markets and all global regions. The synthesis of these interviews found that the acquisition candidate was highly regarded in its current and prospective end markets and that there was more potential growth opportunity that even the seller was suggesting. It also revealed that the target was performing very well on customer support in all global regions except one leading to recommendation to address that one region to foster further growth.Divestiture - A private equity company was preparing to divest an Electronics Manufacturing Services Company. It desired to determine the total available market and growth prospects to include in the offering pitch. The four week engagement covered three key aspects. A rapid overview and assessment of the internal manufacturing and businesses processes to determine its capability to support the desired growth and needs of the target markets. A full sizing and projection of the growth potential of the total available market. And a select set of voice of the customer interviews across all current and potential future sectors. The synthesis of the assessment found that the market opportunities were even more attractive than the client had previously believed. Further, that the optimal target geographies should be re-focused in even more attractive states than the current target geographies.