AREAS OF FOCUS

In my view, there are very few leaders that connect the vision to an executable and sustainable plan in the manner that Ken does.  I’ve had the pleasure to witness this not once but numerous times.  What always impressed me about Ken was not only his willingness to learn, but, more importantly, to take the lessons learned and work collaboratively with his team to implement those.  In the process, he was able to pragmatically create a continuous improvement culture that embodied high standards. This wasn’t easy.  Change is always difficult, and people typically don’t like change.

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Ken is one leader who always recognized peoples fear of change.  Even though he worked side by side with this team.  He recognized there would be resistance.  He knew that in times of crisis, team members often revert to what they are most comfortable with.  Unlike other leaders I’ve worked with, Ken never shied away from having the “difficult conversations” to ensure his team stayed on the right path. This took courage.  At times some of these conversations were with some of his best people.

I could not recommend a more effective leader to lead an organizational transformation.  Ken has the perfect blend of vast operational transformation experience in a variety of roles at multiple levels, an in-depth academic and practical knowledge of lean manufacturing and industrial engineering, and he possesses proven strong, situational leadership skills