Jim has over 18 years consulting experience. He has delivered high impact results to middle-market turnaround clients and Fortune 1000 companies. After spending 10 years within a Big 5 accounting firm consulting practice, Jim has devoted his skills and energy toward mid-sized companies, helping them develop strategies and the required capabilities to improve performance for their owners.

Efforts have ranged across the full operational and administrative functions of client companies. These have included strategy development, acquisitions and divestitures, supply chain management, process reengineering, and cost reduction. A particular strength of Jim’s is his ability to partner constructively with client teams during analysis and implementation. By doing this effectively, clients are educated in the project tools and methods and are capable of continuing to achieve high-impact results after the consultant leaves.

Jim’s broad experience has encompassed many manufacturing and service industries. He has spent considerable time within consumer products and financial services. Some sample projects include:

Helped COO develop, plan and build capabilities to turn around a struggling $100 million consumer products company. In the first year, sales increased by 50% and profit margins improved by 8 points.

Helped management team and two equity partners assess the attractiveness of acquiring a group of businesses being divested from a Fortune 500 company. As part of the due diligence process, assessed growth prospects, cost reduction and post-divestiture integration issues.

Trained team of company personnel to reengineer various units and key business processes for a large, full service real estate development services firm. Identified savings of nearly $20 million.

Worked with a large pet food division that was experiencing service problems and was contemplating a large capital investment to remedy the situation. Instead, helped them significantly boost the use of existing capacity. As a result, service levels improved, costs declined by 5%, inventory was lowered 50%, process reliability increased by 40% and changeovers cut 75%.

Developed a turnaround plan for a troubled manufacturer of fuel cells for a prime defense contractor. Led a team of manufacturing personnel in assessing the viability of the business and developed a get-well program.

Jim received his Masters of Management degree from Northwestern University’s Kellogg Graduate School of Management and his Bachelor of Business Administration in Economics from Northwood University in Midland, Michigan.