45 years, starting on a mill floor.

The first job was operations manager at a textile mill: production, maintenance and distribution, on a floor where a bad decision showed up the same shift. Six years later, general manager at Levolor.

Then 25 years at Georgia Pacific and Koch Industries. Safety, quality and efficiency across pulp and paper plants, with ERP improvement and lean manufacturing running through all of it. A long run in one place teaches a thing a short one cannot: what a fix looks like five years after somebody declares it finished.

Since 2012, the seat when a company has a gap. Chief operating officer at Positronic Amphenol, then interim president there. Interim chief operations officer at Monster Transmission. Interim supply chain director at Carlisle Interconnect. Project director at Cogent Analytics, working alongside presidents and chief executives.

The shortest of those ran 6 months. The longest ran nearly 5 years. Both ended the same way: handed back to people who could run it.

The work itself is not complicated, and it has not changed much in 45 years. Walk the floor. Find the one or two things holding the operation back. Fix the planning underneath them. Build a structure where people make the call where the work is.

"Empower your workforce to support change."

The two figures on the record page were measured at the time, on the assignment they belong to.