Work
Three problems, three deliverables.
A closer look at the work behind the numbers on the homepage. The employer and customer names are left out on purpose. The specifics are real.
Maps to: Cost and Execution Reset
Two power products, more than 20% out of BOM cost
- The problem
- A high-voltage power product line carried bill-of-materials cost that made the margin math hard, and the cost-out effort had stalled.
- What I did
- I stood up a cross-functional cost war room on site in the Netherlands, pairing the design engineers with the supply base. We tore down two products, ranked the cost drivers, and drove each reduction to a real supplier quote. I left the team with an operating cadence so the work kept moving after the workshop ended.
- The result
- 23.0% and 20.5% BOM reduction on the two products, every number backed by a supplier quote rather than an estimate.
Maps to: Launch-Readiness Audit
A safety-critical field failure, recall avoided
- The problem
- A safety-critical quality failure put a customer line down and scoped a recall across three OEMs, roughly $4M of exposure. These are the failure modes a launch-readiness audit is built to catch before a product ships.
- What I did
- Two weeks on site. We tested roughly 1,000 parts, root-caused the failure, and designed a fix I could defend with data.
- The result
- A statistically validated fix at 96% reliability. The recall was avoided and the roughly $4M of exposure came off the table.
Maps to: Positioning Sprint
A new product category, a roughly $50M case funded
- The problem
- A first-of-its-kind off-the-shelf high-voltage power product had no proven market and no pricing. It needed a business case strong enough to get funded.
- What I did
- I ran the customer discovery, sized the market, built value-based pricing, and wrote the funding pitch that went to executives.
- The result
- A roughly $50M lifetime revenue forecast, funded. The discovery work also produced patent-pending IP.