Don’t let today’s pressure
cost you tomorrow’s opportunity.

I step in as an interim or fractional COO for manufacturers to stabilize performance, prepare for growth and leave a system their team can run.

Urgent challenges

The operation is under pressure.

  • Delivery slipping
  • Margin leaking
  • Leadership seat open
Stabilize the operation
Stability
creates options

Growth opportunities

The opportunity is arriving.

  • Major customer
  • Product launch
  • Acquisition or expansion
Prepare to grow
Disciplined
growth goes further

One operating system. Two moments that demand it.

1

Diagnose

Find the main constraint.
Separate signal from noise.

2

Build capacity

Put the right people, processes
and tools in place.

3

Transfer ownership

Leave a system your team
can run and improve.

You can’t wait six months for a search.

Not while delivery slides.

The operating reality

Five problems that look different.
Same root cause.

A business that runs on a few people’s memory, effort and a patchwork of technology. Each is what the team experiences. Everything changes when there is one unified system.

01

Late deliveries

A forecast tied to inventory, promise dates set against real capacity and daily prioritization.

70% → 95% and 98% on-time delivery
02

Low retention

Structured onboarding, a skills matrix, supervisor development and work instructions at the machine.

New-operator retention 40% → 90%
03

Bad information

Clean ERP data, stable systems and live dashboards, so problems surface the same day.

A paperless, real-time unified information system
04

Slow decisions

A daily and weekly cadence, scorecards with named owners, and written decision rights.

Scheduling, spending and staffing moved to the team
05

Slipping margins

True standard costs, repricing work that is not earning its keep, and cost taken out of the process.

$1M annual gross margin recovered

Proof in the work

Strategy to execution
to results.

Three examples of what happens when the constraint is named, ownership is clear and the operation is built to hold.

01

When delivery was at risk

Made customer promises
real again.

87% → 98% OTDConsumer products manufacturer

Forecasting was tied to an inventory plan and work was redesigned across production and supply chain.

What stayed: a planning cadence the team could run every week.
See the work +

The work began by reconciling demand, inventory and capacity into one weekly operating rhythm. That gave customer commitments a clear owner and gave the floor a workable priority sequence.

02

When ownership needed capacity

Built an operation that could absorb growth.

24/7 PaperlessFour-shift manufacturing operation

The operating system, leadership cadence and capacity were built to meet rapid customer growth. A major annual account was later won through live ERP visibility into the plant.

What stayed: clear ownership, customer visibility and a stronger management layer.
See the work +

The work defined who owns each decision, set a repeatable leadership cadence and made the operational facts visible in time to act.

03

When the mandate had a deadline

Delivered the certification, zero findings.

6 monthsISO 9001:2015

A 6-month mandate to design and implement the system was completed on time.

What stayed: documented work, traceability and a system that held after the engagement.
See the work +

The system was designed alongside the people who would run it: documented work, clear controls and traceability that helped the business meet the requirement while building a platform for the next customer opportunity.

Other results

70% → 95%on-time delivery
40% → 90%new-operator retention
25%productivity gained
90%+fewer inventory write-offs
$1Mannual margin recovered

How we work together

Two ways to get
the operation ready.

Same operator. The right level of presence for the moment your business is in.

What the work looks like

What changes in
the first 90 days.

From immediate pressure
to a system that holds
01

First two weeks

Find the main constraint. Separate the signal from the noise, establish the facts and name what has to change first.

02

Days 15–30

Stabilize delivery and decisions. Create visible recovery plans, reset priorities and give people clear ownership.

03

Days 31–90

Build the cadence and capability that keep the business moving after the immediate pressure eases.

I build the operating system with your team.
Chene Cramer

From shop floor
to COO.

I know what a plan looks like from the machine. That’s why the systems I build get used: they are designed around the people doing the work.

Read my story

Foundation firstAI only works as well as the business underneath it: clean data, clear ownership, clean handoffs.

Practical toolsDashboards, analysis and applications with AI built into the work.

GovernedApproved data, clear rules on where AI helps, and a person signing off where it matters.

Twice COO24/7 manufacturingERP & operating dataISO 9001 & ISO 13485Owner and board advisory

Operations check

Find the constraint
that will limit your next opportunity.

Twenty quick statements, about three minutes. Get your biggest constraint and what to fix first.

DecisionsDeliveryPeopleSystemsMargin
The 3-minute check Ready

Start with what’s happening in the operation.

Answer based on how often each statement is true. Your answers aren’t saved. If you email yourself the results, I get a copy too.

A clear fit matters

Don’t hire me if…

Start with the constraint

Empty seat, or a problem too big to carry alone?

Twenty minutes to talk through what is happening and which way of working fits.

Book a 20-minute call You’ll leave with a clear next step, whether we work together or not.