Consulting

I am interested in closely partnering with organizations that will allow me to create or unlock value through fundamental improvement in the business and operations of the firm, with a primary focus on the drivers of earnings and cash.

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Following the framework above, below are a few examples of previous work I have done that address the needs of companies in various industries, but focus on the drivers or earnings, cash, and the customer:

Healthcare Company, Hospital, & Insurer: Reduced by 113 days the Procure-to-Build-to-Launch process of hospitals & clinics by eliminating several time-traps & implementing a real-time inspection process & standardizing all non-core steps. In other words, a Hospital or Clinic was available 113 days sooner than the previous construction process, allowing communities and neighborhoods to be served much sooner than before and also allows the firm to recognize revenue sooner and optimize on Return on Invested Capital than the previous construction process.
Healthcare Company, Hospital, & Insurer: Reduced inbound call volume by 8.5% through a team-based Kaizen effort which identified several root causes and quick, practical countermeasures were implemented.
Healthcare Company, Hospital, & Insurer: Reduced patient wait-time by 17% at a high-volume Ophthalmic Veterans Affairs Clinic and increased patient delivery capacity by 1 additional patient every 26 minutes.
Medical Diagnostic Company: Increased Sales Force Effectiveness by 30% by developing a statistical model showing physicians, geography, covered lives, and insurance penetration.
The Leader in eCommerce:
- Reduced overproduction by 60% at moderate factory bottleneck through the implementation of a Drum-Buffer-Rope System, enabling a Pull system between Shipping and Picking.
- Reduced worldwide inventory write-offs by 18%, amounting to significant savings for the firm, improved controllership, and greater Sarbanes Oxley (SOX) compliance.
- Reduced Fastrack Misses by 97% (Next Day Priority Shipping, “Prime”)
- For the Holiday Peak Season, built a Discrete-Event Simulation Queueing Model based on Stress-Test data, which exposed areas of improvement in space capacity, flow, inventory traps, distribution of employees across departments (staffing and attrition), and scheduling.
- Improved Procure-to-Pay of non-inventory but business-critical materials by 40%.
A High-Volume Printing Company: Led a Lean Deployment, including training, coaching and facilitating Kaizen in the company. One notable result led to the reduction of space utilization by 32%, enabling the firm to forego, for 1 year, building or renting additional facilities. This project resulted in a cost-avoidance of $600,000 and a preservation of free cash flow.
The Leader in online Genealogy Research: Improved the concept-to-release process in software development from releasing once every quarter to once every 3 weeks, with no degradation of quality; efforts led to tighter coupling between marketing, software, product, and testing leading to greater fidelity to customer requirements.

I’ve added value at notable companies such as Amazon.com, eBay, Eli Lilly, Kaiser Permanente, and Toyota. I am a Six Sigma Master Black Belt & speak at industry events in Lean and Six Sigma (click here to see a past brochure). I am an adjunct professor at Brigham Young University, where I teach students at the Marriott School of Management in Operations and Supply Chain Management and I am on the Board of Directors for iSixSigma, the content leader in Six Sigma. I am also active in the business and technology community in Utah and was peer-nominated as a v|100 for 2009, a recognition awarded to influential business leaders in the state of Utah.

I earned my undergraduate degree from Brigham Young University in Philosophy and Mathematics and my graduate degree from The University of Chicago in Operations Research.

I’m a green-thumb-challenged gardner, a wannabe cook, and happily married to my High School sweetheart.