A Bit About Me
I’m a mechanical engineer by training, with both a Bachelor’s and Master’s Degree in Mechanical Engineering, and 15 years of experience leading operations inside some of the most demanding manufacturing environments in the world. I’ve held senior operational and value-stream leadership roles at large aerospace and defense companies, where I owned complex manufacturing operations with P&L responsibility exceeding $240M in annual revenue. My work has supported mission-critical programs for the U.S. Department of Defense, operating under strict regulatory, quality, and delivery requirements. Over my career, I’ve led teams of over 160 people, managed volatile supply chains, and driven execution where failure, excuses, and theory are not tolerated. LineShift Partners is the result of translating that real-world operator experience into practical, value-focused guidance for manufacturing business owners who want to build stronger, more valuable companies.
Work Experience
LineShift Partners
Senior Leadership
Operations Leadership
2025
2021
2016
I founded LineShift Partners to help manufacturing business owners close the gap between running the business and building a valuable, sellable enterprise. Unlike traditional consultants, I bring an operator’s mindset—focused on execution, results, and real constraints—while translating operational improvements directly into enterprise value. LineShift exists to help owners reduce dependency, stabilize performance, and increase valuation multiples through practical, structured improvement—not theory. My work is designed for owners who want clarity, control, and optionality—whether they plan to exit in three years or never sell at all.
In senior leadership roles, I assumed ownership of large value streams and P&L responsibility exceeding $200M in annual revenue. I worked directly with executive leadership, finance, supply chain, and customers to drive backlog reduction, working capital improvements, and operational turnarounds. This phase sharpened my understanding of how buyers, investors, and boards evaluate businesses—not just on profit, but on risk, predictability, leadership depth, and scalability. I saw repeatedly that operational excellence isn’t about efficiency alone; it’s about removing the discounts that quietly crush enterprise value at exit.
As my career progressed, I moved from technical roles into operational leadership, taking direct responsibility for people, production, and results. I led manufacturing teams at scale—overseeing hundreds of employees, managing capacity constraints, supplier volatility, and aggressive customer demand. This is where theory met reality. I wasn’t advising from the sidelines; I was accountable for delivery, cost, quality, and safety. I learned how fragile operations become when processes aren’t standardized, leaders aren’t developed, and owners are forced to stay deeply involved just to keep things running.
Engineering Foundations
2010
I began my career as a mechanical engineer in the aerospace industry, working inside complex, highly regulated manufacturing environments where precision, reliability, and execution matter. Early on, I learned how real value is created—or destroyed—on the shop floor: through process design, engineering discipline, supplier performance, and the daily decisions made by frontline teams. This phase grounded me in systems thinking, problem-solving, and the realities of building products where failure is not an option. It also gave me firsthand exposure to how disconnected engineering, operations, and leadership decisions quietly erode margins and scalability.
