About Waypoint Operations Group
Built by an operator. For businesses that need one.
Waypoint Operations Group was founded on a straightforward premise: the gap between operational advice and operational leadership is enormous, and most businesses on the wrong side of a performance problem need the latter.
The principal at Waypoint Operations Group brings nearly 20 years of progressive operational leadership — from front-line manufacturing supervision to enterprise-level supply chain ownership at $1.2B+ scale. The career has spanned nuclear-qualified defense manufacturing, global safety products, large-scale capital equipment, and multiple PE-backed transformations across the Americas and internationally.
This is not a firm built on academic frameworks or consulting methodology. It is built on the experience of having actually made the decisions — on what inventory level to carry, which plant to close, how to build a planning system that serves customers instead of accountants, and how to develop the next generation of operators who will carry the organization forward.
All results are anonymized. Employer and client names are not disclosed.
Scale of Experience
- Led global operations and supply chain organizations of 3,000 to 6,500 professionals
- Owned P&L and operational performance for businesses generating $500M to $1.2B+ in annual revenue
- Managed manufacturing and distribution networks spanning 20 factories and 17 distribution centers across multiple continents
- Led organizations through PE acquisition, post-acquisition integration, and synergy capture under private equity ownership
Operational Results
- 27-point service-level improvement (59% to 86% on-time-to-request) through planning system redesign
- $133M gross working capital unlock (37% inventory reduction) without service level trade-off
- 11-to-7 factory footprint rationalization — 11% fixed cost per earned hour reduction
- 700x production capacity scale-up through 5 brownfield and greenfield site launches during a demand surge
- 35% conversion cost reduction through a 3-year supply chain transformation program
- $65M run-rate savings from footprint, localization, and cost structure transformation
Leadership Development
- Turned a flagship manufacturing plant into a corporate Lean benchmark — on-time delivery from 83% to 93%, machine downtime reduced 70%
- Built and coached multiple site leaders into general manager roles through structured development and sponsorship
- Led Lean transformation programs including TPM, daily management, value stream mapping, standard work, and 5S across multi-site networks
Operational Environments
- High-mix, fast-turn discrete manufacturing
- Continuous production, 24/7 operations
- Capital-intensive, highly automated manufacturing
- Build-to-order, nuclear-qualified electronics for defense applications
- Global PPE and personal safety products
- Large-scale capital equipment and engineered systems
- MBA — Marketing Intelligence & Operations/Information Management
- B.S. — Business Management & Marketing
Waypoint Operations Group works with a limited number of clients at any time. This is intentional. The model requires genuine engagement — not surface-level advising — and that depth is only possible when the work is not spread across a dozen simultaneous accounts.
Clients are typically PE-backed portfolio companies, private mid-market manufacturers, or executive teams navigating a specific operational inflection point. Engagements begin with a direct conversation about the situation, the objective, and whether there is a genuine fit between the problem and what Waypoint brings.
We do not take engagements we cannot impact. If a situation is better served by a different type of resource, we will say so.
Ready to fix what's broken?
Engagements are limited. We work with a small number of clients at a time to ensure the depth of involvement our model requires.
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