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Results

Real outcomes from operating-model work I've led.

These aren't hypotheticals. They're real transformations in industrial and manufacturing businesses, led by Noe Meza in prior operating roles. The gains landed where they matter to owners and operating partners, service, working capital, margin, and cash. Company names are withheld; the problems, the work, and the numbers are real.

Industrial connectivity · Aerospace & Defense

Turning SKU complexity into service and speed

After a PE ownership change, a 10,000-plus SKU portfolio was dragging inventory, lead times, and customer responsiveness. I treated product complexity as an operating-model problem, not an inventory one: ABCD material classification, roughly 35% SKU rationalization, a shift from engineer-to-order toward modular assemble-to-order, and an ERP material redesign that connected portfolio decisions to daily execution.

97% on-time shipmentInventory turns 4 → 12MTS lead time ~1 wk → 1–2 daysATO 2–3 wks → 3–5 days~35% SKUs rationalized
When complexity is systemic, cutting the SKU count is only part of it. The operating model has to change how you classify, configure, plan, purchase, and fulfill what's left.
Telecommunications & Industrial Manufacturing

Closing a plant without losing the customer

Consolidating a high-cost legacy operation meant moving 8,000-plus SKUs across 5 product families and about 10 assembly lines to 2 receiving sites. I treated the transfer as an operating-model redesign, not an equipment move: products allocated by real receiving-site capability, a deliberate inventory buffer to protect the transition, and equipment, capacity, staffing, qualification, systems, and supply risk managed as one connected program.

8,000+ SKUs across 2 sitesCustomer continuity held~$1M deliberate bufferTarget cost in ~6 months+25% headcount at lower labor rate
The physical move is one event. Success depends on redesigning the operating system around it, deciding what goes where, what each site can truly support, and how you protect continuity.
Cross-border Aerospace & Industrial Manufacturing

From backlog firefighting to integrated planning

Two interdependent plants were planning independently, driven by backlog and spreadsheets, with an ERP nobody trusted because of broken BOMs and master data. I activated the capability they already owned by fixing the operating system around it: validated BOMs and master data, disciplined planning parameters, system-driven intercompany orders replacing spreadsheets, and a formal monthly S&OP rhythm connecting demand to execution.

ERP MRP activatedSystem intercompany ordersGoverned planning parametersBacklog urgency reducedMonthly S&OP established
An ERP module doesn't create an operating model. Technology gets useful when data, process, people, and governance work together.

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