Questions I am usually asked before we start.

It is an experienced operations leader who works with your company on a regular cadence—typically one to three days a week—rather than as a full-time employee. I sit inside the work: the weekly operating rhythm, the plant or the network, the supervisors, and a short list of outcomes we agree on. It is leadership, not a side project, and it is not a permanent addition to G&A.

A typical consulting engagement produces analysis and recommendations, which become your team's job to implement. The difference is I do the implementing: the core of my practice is to take a seat in the operation for a defined period and help run it. You should expect me on the floor, in the weekly meeting, and on the hook for the outcomes we named.

When the company needs senior operations judgment and a steady cadence, but the work does not yet fill a forty-hour seat. That is common in two situations: an owner or CEO stepping back to focus on business development, and a growth-stage company that would bloat G&A by hiring a full-time COO or VP of Operations too early. If the job would genuinely consume a week, every week, you should hire full-time.

Interim work is for a seat that cannot sit empty—a plant leader who has left, a transition, an integration, or a period of instability. I step in more fully, often for a defined number of months, with a practical first ninety days: stabilize the operations, install a rhythm, and leave the team able to carry it, or ready to hire a permanent leader with a more clear job.

With a conversation, at no charge, so I can understand the situation and tell you honestly whether I can help. Many clients then start with a fixed-scope operations diagnostic: a short, defined look at how the work actually runs, a small set of metrics, and a ninety-day plan. From there we may move into a fractional cadence or interim coverage, or you may take the plan and run it with the team you already have.

Fractional work is usually one, two, or three days a week, for a defined initial period and then on a continuing basis if it is still useful. Interim coverage can be full-time for a time. The point is not to stay forever. The point is to leave you with a cadence, clearer decision rights, and, where possible, stronger internal leaders. We can step the work up during a transition and step it down once the rhythm holds.

Yes, as a rule, especially at the start. Leadership does not happen only on a screen. I am based in Springfield, Missouri, and I work with companies in Southwest Missouri, the Ozarks, and across the Midwest. For a company with more than one site, we will agree on a travel cadence. Some of the weekly work can be done remotely once the rhythm is in place.

Privately held manufacturers and industrial companies, including industrial and processing equipment, stainless fabrication, broad manufacturing, and distribution. I am most useful where there is a real operation—a plant, a network, a shop floor—and a leadership problem I can help solve from inside the work.

No. Engagements are scoped to the work: a fixed-scope diagnostic, a one-to-three-day-a-week fractional retainer, or interim full-time coverage. I will quote after I understand the situation, the cadence, and the complexity, including travel if the work is outside the local area.

This practice is built around fractional and interim operations leadership. If a conversation starts there and the honest answer is that you need a full-time hire, I will say so and, if it is useful, help you shape the role.

Call me at or email . Tell me a little about the company, what is going on in operations, and whether you are thinking about fractional help, interim coverage, or a diagnostic. I will tell you whether I am a fit and suggest a next step.