Some clients want the system to keep running. That’s Fieldmark.
The floor-capture method behind my engagements, packaged so your team can run it every day.
I fix industrial operations and design the digital systems that run them, as one piece of work. Fifteen years embedded in petrochemicals, rail, logistics and manufacturing, finding what the reporting misses. Most improvement work stops at the process, while most digital work starts without understanding it.
Calgary, Alberta · Serving Western Canada
Embedded as an engineer and continuous-improvement lead, full-time and contract, across five sectors. Each is a constraint found where it actually occurred, and the measured impact of removing it. Companies anonymized.
A planned $1B reactor expansion would have forced the entire plant to run at 78% capacity, because of a shared railcar infrastructure constraint nobody had modelled.
Built a production model showing a 22% capacity shortfall site-wide, with a financial impact analysis, and presented it to executive leadership two years before startup.
Prevented $70M+ in cumulative losses: a scope change in planning instead of a post-startup retrofit.
Layout and processes capping capacity and throughput in a pharmaceutical distribution operation.
Process analysis with layout optimization and workflow redesign for the medical-sector operation.
Identified $1.7M in potential savings while adding 41% warehouse capacity, enabling expansion without capital investment.
Inconsistent processes across sites preventing sustained gains and knowledge transfer between facilities.
Designed an enterprise improvement program with a standardized problem-solving framework; coached site managers and mentored improvement teams across all locations.
$650K documented savings across 9 sites, 18-month roadmaps built with site managers, and teams that sustained results on their own.
No standardized processes, causing quality issues and rework across 700 railcars per year.
Developed standardized work procedures, shop-floor controls, and an operator training program.
Cut rework 35% and supported a $9M strategic capital expansion analysis.
A critical quality defect with failed inline detection threatened a major customer. The organization had switched to 100% manual inspection and abandoned a newly purchased automated system.
Ran a structured root-cause investigation into calibration, process controls and specifications instead of accepting the equipment-failure assumption.
Retained the customer (5% of production volume), found the real root cause, and restored the automated inspection system.
I model the whole site, including shared infrastructure nobody owns, while a scope change is still cheap.
I go to the floor, find the constraint the reports don’t show, and put a dollar figure on it.
I build the program, the standards and the habits with your people, so results hold on their own.
I show where it pays on your floor and where it doesn’t, then size one or two pilots in dollars.
How we work together depends on the problem: a short diagnostic, a defined project, or time embedded with your team. We settle that on the first call.
I find the risks others miss by going beyond the existing reports, through direct observation in plants, distribution centres and rail yards.
I don’t recommend fixes until the work clearly identifies your highest-value problems, solved in the right sequence.
Every finding is connected to measurable financial impact. If it doesn’t move a number, it isn’t the constraint.
A fix that depends on people remembering fails. I design the standard and the digital support for it together: the procedure, the data capture, the dashboard, and AI where it earns its place.
The floor-capture method behind my engagements, packaged so your team can run it every day.
Tell me what you’re working on. In 30 minutes I’ll say whether I can help and what a first step would look like.