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Maintenance Expertise. COO-Level Results.
From Maintenance Leader to COO Level Executive Leadership
From Maintenance Consultant to COO — Three Consecutive Engagements
My work is grounded in fleet maintenance, but it has repeatedly led much further into the business.
In three consecutive engagements, I was initially brought in at the maintenance consulting level.
In all three, company leadership subsequently asked me to step into COO-level responsibility.
That progression wasn't planned or marketed. It happened because the problems uncovered in maintenance were often connected to larger issues involving operations, asset utilization, safety, people, cost control, financial performance and management execution.
Ultimately, that progression led to responsibility for a transportation operation with a $248 million P&L.
That experience shapes how I approach a distressed carrier today.
I can enter through maintenance, where I have spent much of my career, but I understand the entire operating business well enough to follow the facts wherever they lead.
Because sometimes the maintenance problem isn't really a maintenance problem.
Sometimes it is an operating problem.
Sometimes it is a leadership problem.
Sometimes it is a financial discipline problem.
And in a distressed trucking company, it is usually some combination of all of them.
That's Where KME Can Help
KME Services works with owners and other stakeholders who need more than an outside assessment of a struggling trucking operation.
The approach is straightforward:
Get close to the operation. Establish the facts. Identify what is actually driving the problems. Prioritize what needs to change. Then help execute the correction.
No unnecessary layers.
No consulting theater.
No reports for the sake of reports.
The objective is improved operating performance and measurable results.
