Fifteen years embedded inside industrial operations — petrochemicals, rail, global logistics, building-products manufacturing — finding what the reporting misses. I've built that work into Fieldmark, the instrument I now bring to your floor.
Calgary, Alberta · Serving Western Canada
Embedded as an engineer and continuous-improvement lead — full-time and contract — across five sectors. Each of these 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 — 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 to secure infrastructure changes during planning.
Prevented $70M+ in cumulative losses — a scope change in planning instead of a costly 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 independently afterward.
No standardized processes — quality issues and rework across 700 railcars per year.
Developed standardized work procedures, shop-floor controls, and an operator training program.
Cut rework 35% through standardized processes and operator capability — and supported a $9M strategic capital expansion analysis.
A critical quality defect with failed inline detection threatened a major customer; the organization had jumped to 100% manual inspection, abandoning a newly purchased automated system.
Ran a structured root-cause investigation that cut through the organizational fear response — examining calibration, process controls, and specifications instead of accepting the equipment-failure assumption.
Retained the customer (5% of production volume), found the real calibration/process root cause, and restored the automated inspection system.
I find the risks others miss by going beyond the existing reports — direct observation in production facilities, distribution centers, and rail yards.
I don't recommend fixes until the work clearly identifies your highest-value problems — solved in the right sequence, not the convenient one.
Every finding is connected to measurable financial impact. If it doesn't move a number, it isn't the constraint.
Capture what's actually happening on the floor, turn it into findings the same day, and leave a system your team runs — that method is now a product. An Operational Baseline puts me on your floor and leaves you the running system; the rest of the time your team runs it without me.
The best first conversation happens on your floor.