Founder & Principal at INTEGRATOR CONSULTING LLC (2019-01 – Present)
Operating advisory, transaction-adjacent consulting, and licensed industrial software. Founded the practice in 2019 while continuing as Lucerne's COO, after the customer breach put the company into litigation; took a 75% compensation reduction there and replaced the income through outside engagements rather than leaving.
- Served as fractional COO to an investment banking and restructuring firm, running the weekly operating cadence and the quarterly and annual planning with the partner group and the board.
- Held a concurrent fractional COO engagement with a Tier 2 supplier outside Lucerne's segment, including its cash-conservation plan as COVID emerged; filed federal relief applications for multiple entities, all forgiven in full.
- Relaunched full-time in 03/2026 on retained intellectual property, with ICRS licensed back to Lucerne as the first software client; current work centers on governed AI systems, operating-model design, and workflow transformation.
Founder & Principal at INTEGRATOR CONSULTING LLC (2026-03 – Present)
Chief Operating Officer; carried interim finance leadership at LUCERNE INTERNATIONAL (2018-05 – 2026-03)
Global Tier 2 automotive supplier. $35M booked through October of the peak year, roughly $42M annualized. Full P&L across operations, finance, engineering, quality, HR, and business development. 12 direct and 65 indirect reports at peak. Reported to the owner and CEO.
- Kept the company operating without bankruptcy through the collapse and the litigation that followed. The owner and CEO credits this work with saving the company.
- Flew to China repeatedly through the disruption; some commitments only hold in person.
- Served as the company's subject-matter expert to outside counsel across the multi-year commercial dispute, reviewing thousands of documents on the way to a favorable outcome.
- Carried interim finance leadership for the full tenure, spanning COVID, the semiconductor shortage, freight disruption, and a UAW strike: weekly cash, inventory, and consolidated reporting for management, the lender, and prospective investors, with intercompany distortion stripped out so financing add-backs stood on their own.
- Designed the physical operation of the trade-zone warehousing business — racking, storage strategy, and operating workflows — and brought it to full capacity in four months.
- Put ICRS in as the system of record for both the zone and the domestic operation: scanning and label workflows, approvals, and weekly Customs entry.
- Set the corporate AI usage policy and operating guides, stood up the enterprise account, and put the tools to work on engineering analysis, regulatory research, and proposal development.
- Authored the ISO 9001:2015 quality system and led six external certification and surveillance audits with zero major findings.
- Designed and built EDGE, the Employee Development and Growth Engine, to fix a review process nobody found useful: assessments running in both directions, upward feedback, peer recognition tied to core values, shared dashboards, and an automated cadence that turned reviews into development roadmaps alongside the Entrepreneurial Operating System (EOS/Traction).
Vice President / General Manager at RAY LAETHEM, INC. (2011-08 – 2018-04)
Multi-rooftop automotive retail group. Approximately $150M revenue, 140 employees. 8 direct reports. Corporate officer. Promoted from Group Strategy and General Manager.
- Led the consolidation of two dealership management systems onto one platform: built the general-ledger crosswalk, drove ten department heads to close out open transactions, and coordinated the network redesign behind a live cutover that went without defect.
- Installed EOS/Traction planning, scorecards, and operating cadence across the rooftops; eight functional leaders ran on one decision rhythm while operating responsibility stayed local.
- Analyzed acquisition targets against operating financials, vehicle-registration data, and department-level performance across sales, service, parts, and F&I, then turned the findings into process and pay-plan changes.
Purchasing Director, North America; Program Director; Account Management at COBASYS / SB LIMOTIVE (2006-03 – 2011-07)
Advanced energy-storage manufacturer, later a Bosch/Samsung joint venture. Rose through account management to Program Director and then Purchasing Director for North America, through an ownership change and a joint-venture transition.
- Held account responsibility for 60% of automotive battery and battery-management-system revenue across DaimlerChrysler, BMW, and Mercedes-Benz programs; later led four buyers across prototype, production, and capital-equipment sourcing.
- Prevented a production shutdown when a replacement material source ran late, negotiating a cash-upfront last-time buy from the incumbent and expediting the run to the required build date.
Area Manager, Field Operations; Senior Manufacturing Engineer at GENERAL MOTORS (1998-05 – 2006-02)
OEM field operations and vehicle-launch engineering.
- Managed dealer performance, warranty and repair audits, customer escalations, buybacks, and emerging recall investigations across 15 dealers in Northern New Jersey and New York City.
- Started in manufacturing engineering: vehicle-portfolio review through launch at four assembly plants and a prototype center, geometric dimensioning and tolerancing (GD&T) stack-up resolution, and direct work with plant and union teams.
