Randy Ball

CEO and President with 20+ years leading private equity-backed, multi-site industrial businesses through turnaround, professionalization, and scale. Repeatedly improved operations from break-even to double-digit EBITDA by installing operating cadence, scorecards, and accountability. Full P&L ownership of platforms up to $100M+ revenue and 400 employees across multiple states, with direct Board, PE sponsor, and lender reporting.

Hands-on operator experienced in plant-level execution, leadership team development, talent upgrades, automation, M&A integration, and performance improvement.

PRESIDENT - Ozark Aeroworks - Springfield, MO

(2025-01 - 2026-01)

OEM and MRO operation supporting multiple helicopter engine platforms; full P&L accountability across all functional areas, reporting to the CEO and Board of Directors.

• Grew EBITDA from 8% to 22% of revenue, delivering $10M of EBITDA in year one.
• Built and standardized the operating metric set, tying productivity and operational excellence measures to a recurring management cadence.
• Deployed business intelligence tooling to automate standard reporting and replace anecdotal management with trend- and scorecard-based decision making.
• Led multiple automation initiatives to modernize manufacturing practices, cutting cycle time 15%.
• Restructured the leadership team into a defined aerospace reporting structure with clear decision rights and ownership.

CHIEF EXECUTIVE OFFICER - Tribus Aerospace - Grand Rapids, MI

(2022-01 - 2025-01)

Private equity-backed manufacturer of precision-machined components for aerospace and defense customers; full P&L accountability for 400 employees across three sites in Michigan, California, and Ohio generating $100M+ in revenue.

• Grew EBITDA 5X in two years, taking the platform from break-even to $5M EBITDA.
• Led the platform through a PE ownership cadence including bi-weekly and quarterly Board reporting, weekly lender reporting, and quarterly performance reviews against plan.
• Owned annual planning and budgeting across three sites, building site-level budgets and consolidating them into a corporate plan with measurable milestones and named ownership.
• Standardized reporting across three operating locations through common BI tooling, creating comparable metrics and a single version of the truth for the Board.
• Drove automation and modernization of manufacturing practices to increase throughput and margin.

PRESIDENT | VICE PRESIDENT, AEROSPACE AND DEFENSE - H-D Advanced Manufacturing - Houston, TX

(2020-01 - 2022-01)

Private equity-backed manufacturer of precision-engineered aerospace components; promoted to President with P&L accountability for 300 employees across three sites and $60M in revenue.

• Turned around underperforming operations, more than doubling on-time delivery from 47% to 98% through rebuilt production planning and performance metrics.
• Delivered $1.5M in cost savings through process improvement, automation, lean methods, and consolidation of manufacturing sites.
• Maximized profitability of a $30M portfolio while owning business development results for the aerospace and defense group.
• Cut scrap 50% and reduced expedite fees by $500K through tighter production precision and throughput discipline.
• Reported bi-weekly and quarterly to the Board of Directors and lending bank; owned budgets for all three sites and the consolidated corporate budget.

GENERAL MANAGER - Heroux-Devtek (APPH) - Wichita, KS

(2017-01 - 2020-01)

Top-three global designer and producer of landing gear and actuation systems; directed the Wichita facility across manufacturing, repair, and overhaul of hydraulic systems and components.

• Led 50+ cross-functional team members delivering $17M in annual sales.
• Applied lean tools including Kanban, point-of-use, and cellular manufacturing to cut cycle time 20%, improve throughput, reduce inventory by $1M+, and remove 7 days from turnaround time.
• Negotiated a 32% reduction in ground shipping contracts, including with FedEx.

VICE PRESIDENT AND GENERAL MANAGER - Omni Aerospace - Wichita, KS

(2016-01 - 2017-01)

• Held full P&L responsibility; grew sales 15% while reducing operating expense 12% in a single year.
• Tracked and managed P&L results at the value-stream level to identify and act on cost-saving opportunities.

DIRECTOR OF OPERATIONS, BUSINESS DEVELOPMENT, AND SUPPLY CHAIN - Senior Aerospace Composites - Wichita, KS

(2010-01 - 2015-12)

• Directed strategic planning, production planning, purchasing, supply chain, business development, and customer service.
• Captured $3M in new business in under one year through direct business development.
• Drove a 15-point productivity improvement, lifting efficiency to 97%.
• Reduced scrap from 9.5% of sales to under 2%.
• Introduced estimating and tracking systems, supplier rating and tracking, and risk mitigation and disaster recovery plans.

PROGRESSIVE LEADERSHIP ROLES - LEAN IMPLEMENTATION, SIX SIGMA, SUPPLY CHAIN - Cessna Aircraft Company - Wichita, KS

(2001-01 - 2010-01)

• Led enterprise-wide lean implementation, then transitioned into supply chain, generating substantial cost savings and cutting cycle time 50%.
• Won Textron's Global Award for Innovation for a Centers of Excellence project.
• Owned lean training delivered to Cessna's supplier base.
• Earned Six Sigma Black Belt and Lean Implementation Specialist credentials.

PROGRESSIVE ROLES - SHEET METAL MECHANIC TO FINAL LINE SUPERVISOR - Beech Aircraft / Raytheon Aircraft - Wichita, KS

(1990-01 - 2001-01)

• Selected for a UK assignment to transfer Hawker 800XP production back to Wichita.
• Advanced from the shop floor to hourly supervisor to salaried final line supervisor on the 800XP, managing all departments on the line.

Bachelor of Business Administration - Business Administration - Friends University, Wichita, KS