Our Services
Engagements built around your problem, not a standardized product.
Every engagement begins with a direct conversation about what you are actually trying to solve. We do not offer packaged consulting products or pre-built frameworks. What we offer is nearly 20 years of operational experience applied directly to your business — with clarity about what works, what does not, and why.
Executive Consulting
PE-backed portfolio companies, private and public mid-market manufacturers, and businesses undergoing operational transformation who need embedded executive-level operational leadership — not another assessment.
A fractional or project-based engagement where Waypoint provides senior operational leadership alongside your existing team. This is not advisory from a distance. We are in your plants, in your data, in your operating reviews — understanding exactly what is happening and driving the discipline required to change it.
- Management operating system design and implementation
- Service level and on-time delivery improvement
- Inventory and working capital optimization
- Supply chain and planning process redesign
- Manufacturing performance and daily management
- Cross-functional alignment between operations, commercial, and finance
- PE sponsor reporting and operating cadence support
Retainer-based, typically 3–6 month minimum. Scope and time commitment defined at the outset based on the specific situation. Engagements may extend or transition based on results and organizational need.
Operational Assessment
Organizations that need an independent, practitioner-level diagnostic of their operations — not a theoretical framework, but a ground-level assessment of what is actually happening on the shop floor, in the planning systems, and across the operational processes that drive performance.
A structured, site-based engagement where we walk your operation — observing the floor, reviewing your tools and processes, interviewing operational leaders, and pressure-testing your data. We identify the gaps and deliver a clear set of findings and prioritized recommendations. You execute. We equip you to do it right.
- Shop floor operations — flow, layout, standard work, visual management, daily management discipline
- Planning and scheduling systems — demand signals, supply parameters, scheduling logic, inventory targets
- Supply chain processes — sourcing, supplier management, inbound flow, inventory positioning
- Performance management — KPI structure, reporting cadence, accountability mechanisms
- Quality systems — defect detection, root cause discipline, corrective action follow-through
- Cost structure — conversion costs, overhead allocation, structural improvement opportunities
Project-based. Typically 2–4 weeks depending on number of sites and complexity. Delivered as a structured written report with an in-person or virtual readout to the leadership team.
PE Operational Due Diligence
Private equity sponsors evaluating an acquisition target who need a practitioner's view of the operational organization — not just a financial model, but a ground-truth assessment of whether the operations can support the investment thesis.
An independent operational evaluation conducted during the diligence process. We assess the target's manufacturing and supply chain infrastructure, operational leadership capability, process maturity, and the credibility of management's operational claims. This is not a financial audit. It is a practitioner's assessment — built on nearly 20 years of actually running operations at $1B+ scale and working directly alongside private equity ownership through acquisition, integration, and value creation.
- Operational infrastructure — facilities, equipment, technology, and production systems
- Supply chain maturity — planning processes, inventory strategy, supplier relationships, and resilience
- Management team capability — can the operations leadership execute the thesis?
- Performance credibility — are the metrics management is presenting accurate and sustainable?
- Cost structure — where is there genuine opportunity, and what will it actually take to capture it?
- Integration risk — what operational complexity will the acquirer inherit?
- Synergy potential — what is achievable, on what timeline, and at what cost?
Engaged directly by the PE sponsor. Scope and timeline aligned with the deal process — typically 2–3 weeks. Confidential.
Management Operating System Design
Manufacturing and supply chain organizations that lack the management infrastructure to run their business with consistency and accountability — where performance visibility is poor, meetings produce no decisions, KPIs are tracked but not acted on, and site leaders are reactive instead of disciplined.
A structured engagement to design and implement a Management Operating System — the operating backbone that determines how your business runs day to day. Waypoint designs a MOS that fits your specific organization, installs it with your leadership team, and ensures the discipline to sustain it — not a generic framework, but a system built for how your operation actually works.
- Daily management system — shift-level and plant-level cadence, visual boards, tier meetings
- KPI architecture — the right metrics at the right level, connected from floor to executive team
- Weekly and monthly operating rhythm — structured reviews with clear owners, decisions, and follow-through
- Escalation and problem-solving discipline — how issues surface, who owns them, and how they close
- Reporting structure — what leadership sees, when, and in what format
- Leader standard work — what your site leaders and functional managers do every day to stay connected to performance
Project-based, typically 6–10 weeks from design through implementation. Includes working sessions, on-site implementation support, and a defined stabilization period. Can be standalone or combined with Executive Consulting or Operational Assessment.
Operations Leadership Audit
A new CEO, incoming PE-appointed leader, or executive sponsor who has just inherited an operations organization and needs an independent, practitioner-level answer: does this team have what it takes to get us where we need to go?
An independent evaluation of your operational leadership team — conducted by someone who has sat in those seats, made those decisions, and built and assessed operations organizations at scale. This is not an HR competency review or a 360-degree feedback exercise. It is a direct, operator-to-operator assessment of capability at the VP or SVP level and two levels down, delivered with the candor a new leader needs.
- Top operations leader — strategic capability, operational depth, leadership credibility, and ability to perform at the level the business requires
- Direct reports — functional capability across manufacturing, supply chain, planning, quality, and engineering
- Two levels down — supervisor and manager-level operational leadership bench strength and succession depth
- Team dynamics — alignment, gaps, and organizational risk
- Development trajectory — who has the ceiling to grow, who is at their level, and what development would change the outcome
Project-based. Typically 2–4 weeks depending on team size and locations. Delivered as a confidential written report to the sponsoring leader.
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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