Programs & Systems

Context

PE-backed aerospace supplier serving Lockheed Martin and other OEMs. Distressed operations with unsupported Access-based ERP, aging infrastructure (IceWarp email, legacy Windows servers), and deteriorating customer confidence. Company approaching bankruptcy filing (February 6, 2025) while facing critical January 2025 Lockheed program review.

Originally engaged as project management and technical advisor. Subsequently offered CEO position (declined to maintain technical focus). Positioned as operational decision-maker and external representative— "the face" of the company—assuming responsibilities far beyond initial technical scope.

Constraint

Operational:

• Unsupported Access-based ERP requiring manual data integrity maintenance
• Infrastructure migration planning (IceWarp → Microsoft 365) with no documented exit strategy
• Vendor relationships requiring immediate reactivation for materials flow
• Daily Lockheed communication requirements to maintain program confidence

Financial & Organizational:

• Bankruptcy filing imminent during engagement period
• Scope expansion from technical advisor to de facto executive leadership without rate adjustment
• Personal absorption of travel, lodging, and onsite presence costs under "gentleman's agreement"
• Multiple onsite visits at company and customer facilities required

Customer Risk:

• Lockheed Martin account relationship at risk following program review
• PO acknowledgements, materials coordination, and inspection readiness critical to retention

Action

Infrastructure & Systems (Dec 20–31, 2024):

• Email/domain migration planning: IceWarp → Microsoft 365
• Visual JobShop (ERP) configuration review and SQL migration planning
• Supplier reactivation and vendor coordination setup
• Project Management Training Plan delivered to internal team

Customer Program Rescue (Jan 1–31, 2025):

• Daily Lockheed engagement and communication (PO management, materials buys, supplier coordination)
• Program review preparation: proprietary document submission, inspection data validation
• Onsite coordination at customer facilities for January 2025 program review
• ERP/Visual JobShop sessions and QuickBooks data alignment
• Post-review reporting and follow-up to Lockheed stakeholders

Post-Bankruptcy Stabilization (Feb 1–28, 2025):

• Vendor statements reconciliation and financial recovery actions
• Production schedule stabilization post-bankruptcy filing
• MSP exit planning, invoice mapping, and documentation for continuity handoff
• Coordinated onboarding of new support resources and managed structured exit

Note: All travel, lodging, and onsite presence costs were absorbed personally without billing, in the spirit of professional courtesy and under mutual understanding of continued retainer compensation.

Outcome

Customer Relationship Preserved:

• Lockheed Martin account relationship maintained through January 2025 program review
• Program continuity established despite bankruptcy filing

Operational Continuity:

• Infrastructure migration roadmap documented for successor team
• ERP data integrity maintained throughout transition period
• Vendor relationships stabilized and reconciled

Transition & Handoff:

• New support resources onboarded with full operational documentation
• Structured exit executed to ensure seamless continuity
• Technical and administrative foundation preserved for post-bankruptcy recovery

Context

Triumph Aerospace Structures (global thermal-acoustic insulation leader, $120M revenue, 3K staff) required expansion of Boeing 787 insulation production to Beijing facility to support rate increase and customer demand in Asia-Pacific region. Existing Mexico line served as reference for duplication.

Constraint

• Zero tolerance for customer schedule impact during line transfer and ramp
• Engineering change incorporation process required without air freight costs
• Quality and yield standards (99.5%+) non-negotiable from day one
• Cross-border regulatory compliance and certification alignment

Action

• Duplicated Mexico production line architecture in Beijing facility
• Implemented one-piece flow manufacturing methodology
• Created build-ahead safety stock contingency to buffer schedule risk
• Developed rapid design change incorporation method to eliminate air shipment waste
• Established regulatory and customer certification compliance across both sites

Outcome

• Output increase: 80% capacity gain from baseline
• Quality: 99.5% yield achieved without customer schedule impact
• Revenue growth: $23M → $29M annually
• Global production: 1.2M units annually across sites at 100% OTD, 99.99% quality
• Recognition: 2019 KHI Supplier of the Year (100% quality & delivery on 25K units, $6M annually)

Context

Orcon Corporation (thin-film substrate manufacturer for commercial/military thermal-acoustic insulation, $20M revenue) required full industrialization of new Boeing product line—from capital equipment acquisition through prototype development to production ramp and Boeing qualification.

Constraint

• Nine-month timeline from project start to first aircraft delivery
• Boeing Process and Material qualification audit requirement
• Factory optimization required to support rate increase and new variants
• Vertical integration of materials within compliance framework
• AS9100C/ISO9001:2008 recertification during ramp

Action

• Planned complete industrialization: capital equipment, tooling, manufacturing ramp-up
• Developed work instruction creation and training courses for new product
• Established prototype and standards development process
• Created factory optimization plan with operational efficiency targets
• Established contract flow-down requirements and compliance training program

Outcome

• First aircraft delivery: Achieved within 9-month target
• Efficiency improvement: 400% gain in 4 months, reducing shipset costs
• Qualification: Successfully passed Boeing Process and Material audit
• Certification: Supported AS9100C/ISO9001:2008 recertification
• Revenue growth: +$5M annually
• Vertical integration: Materials integrated within plan and compliance framework

Context

Airbus A350 program required establishment of secure design interface between Germany engineering and Mexico manufacturing with real-time coordination across three continents. Pre-type certification phase demanded rapid integration of design changes while maintaining stability for China production ramp-up.

Constraint

• Secure data link required between Hamburg (Germany) and Mexico design office
• Real-time lineside change capture during pre-type certification phase
• Design control in Mexico for initial envelopes and stable change manufacturing
• China facility managing most stable production while ramping capacity
• Last-minute changes requiring lineside cuts and repairs with feedback to next shipset
• Integration of additional shops through type certification timeline

Action

• Established secure internet pipe linking remote Hamburg office with Mexico operations
• Created design interface capturing lineside changes in real-time
• Implemented design control workflow: Mexico creates initial envelopes, manufactures stable changes
• Coordinated China manufacturing for most stable components during ramp-up
• Managed feedback loop: lineside cuts/repairs fed back to design, incorporated into next shipset
• Integrated last-minute shop additions through type certification process

Outcome

• Design Integration: Established tri-continent coordination (France–Germany–Mexico–China)
• Pre-Type Certification: Successfully navigated rapid design iteration phase
• Real-Time Capture: Lineside change feedback system operational
• Production Stability: China ramp-up supported with stable design packages
• Shop Integration: Additional facilities brought online through certification timeline
• Type Certification: Supported successful A350 aircraft certification

Context

Private equity acquisition of Triumph Aerospace Structures' Long and Large Machining Business (Gulfstream, Boeing, Defense portfolios). $140M revenue, 400 US staff across Walnut, Brea, Chatsworth, and City of Industry, CA facilities.

Constraint

• Underperforming OTD metrics threatening customer relationships
• $6M past-due backlog requiring immediate recovery actions
• Top 3 systemic issues: Quality escapes, material shortages, machine capacity
• Revenue performance below PE investment thesis targets

Action

• Established daily production stand-up meetings (Engineering, Quality, Operations, Planning, Materials, Shipping)
• Implemented daily baseline vs. target review with follow-up actions on underperforming metrics
• Formed cross-functional team to address quality escapes, material shortages, and machine capacity
• Championed operator/inspector cross-training program
• Implemented staggered shifts to reduce overtime and improve efficiency

Outcome

• OTD improvement: 82% OTD achieved in 4 months
• Revenue increase: +19% monthly gross revenue ($9.3M → $11.6M) across 3 sites
• Backlog reduction: Past-due backlog reduced from $6M to $2M
• Rework reduction: 30% improvement through cross-training
• Scrap reduction: 6% improvement
• Efficiency: 23% increase via shift optimization
• Overtime: 15% reduction

Context

PE-backed engineered packaging solutions manufacturer with 17 sites across 3 countries required large-scale digital transformation including ERP modernization and Azure cloud migration. Initial program was managed with a highly complex, traditional PMO approach—large cross-functional team, heavy processes, extensive documentation, and layers of approval.

Constraint

• Coordination overhead for large team became a project of its own
• Long meetings and approval layers led to missed interim targets
• Multi-country scheduling and alignment complicated execution
• Communication issues and inefficiencies growing with team size
• Risk of missed deadlines and escalating costs under traditional approach

Action

• Lean Core Team: Restructured to 2-person senior consultant core (down from large cross-functional group)
• Agile Ceremonies: Replaced lengthy status meetings with daily stand-ups, 2-week sprints, and frequent check-ins
• Empowered Flexibility: On-the-spot decision authority, immediate plan adjustments in next sprint
• Distributed Coordination: Video stand-ups with site reps, shared Kanban boards, cloud-based documentation
• Iterative Delivery: Incremental results at each site, issues identified and resolved quickly

Outcome

• Accelerated Timeline: Delivered on significantly compressed schedule vs. original waterfall plan
• Reduced Team Size & Cost: 2-person core team outperformed large team bogged by complexity
• Improved Quality: Continuous feedback and real-time issue resolution led to smoother rollouts
• Stakeholder Confidence: Frequent demos and visible progress built trust across all 17 sites
• Full Delivery: All 17 sites successfully delivered within required timeframe