I help owners, operators, and investors turn complex operations into predictable, scalable execution.

Advisory

I partner with CEOs, COOs, and investors on high-impact operational decisions. This often includes major customer commitments, supplier performance, footprint strategy, capacity planning, and board-level value-creation initiatives.

Advisory work typically spans several months. We build a clear picture of your current position, develop options, pressure-test scenarios, and choose a path that is both ambitious and executable with the team you have today.

Fractional COO & Interim Leadership

When the business needs experienced operational leadership but you’re not ready to add a full-time executive, I step in on a fractional or interim basis. I focus on stabilizing day-to-day execution while installing the systems and rhythm that make performance more predictable.

• Clarifying roles, accountabilities, and decision rights.
• Standing up an operating cadence with practical KPIs.
• Supporting plant and functional leaders as they execute.

Lean Manufacturing & Continuous Improvement

I help organizations eliminate waste, improve flow, and strengthen operating discipline using pragmatic Lean tools—not jargon or overbuilt programs. The goal is to enhance productivity, throughput, and quality through changes people can sustain.

• Value stream mapping and flow redesign.
• Standard work and visual management that operators can own.
• Rapid problem-solving (A3, 8D) and root cause frameworks.
• Continuous improvement routines embedded into daily operations.

Client work spans confidential situations in aerospace, defense, industrial manufacturing, and venture-backed startups. Details below are anonymized but representative of the types of outcomes we aim for together.

A PE-backed platform faced persistent late deliveries, growing backlog, and tense conversations with key customers. I worked with the CEO and operations leaders to:

• Diagnose where plans were breaking between sales, engineering, and the shop floor.
• Install a simple SIOP process and weekly cross-functional reviews.
• Re-prioritize work and renegotiate several customer commitments.

Within two quarters, on-time delivery improved materially, past-due backlog began to clear, and customer conversations shifted from fire drills to joint planning.

A founder-led industrial business and a venture-backed aerospace startup were both scaling quickly but lacked clear operating models. Decisions were concentrated at the top, middle management felt stuck, and investors were pushing for more predictability.

• Defined practical operating systems: meetings, metrics, and cadences.
• Clarified what the CEO must own versus what can be delegated.
• Coached key leaders through the first 90 days of the new model.

Both organizations maintained growth while reducing day-to-day volatility and giving investors a clearer line of sight into performance and risk.

A manufacturer was constrained by a small group of suppliers and rising material and logistics costs. Internal teams were working hard, but purchasing, planning, and operations were not aligned.

• Reframed sourcing strategy around total landed cost and risk, not just piece price.
• Structured supplier segmentation and performance management routines.
• Clarified handoffs between sourcing, procurement, planning, and operations.
• Addressed logistics and warehousing bottlenecks that were quietly driving expediting and overtime.

The result was improved material availability, fewer expedites, and a clearer view of where supply chain constraints could threaten growth and delivery.

I have spent my career in operations and leadership roles across aerospace, defense, and industrial manufacturing—most recently as a Chief Operating Officer responsible for multiple plants, hundreds of employees, and a nine-figure P&L.

My work has ranged from day-to-day factory and supply-chain management to building out new product lines, navigating demanding customer programs, and working with private equity owners on value-creation plans.

Trebeis Consulting exists to give owners and investors access to that experience in a way that is practical, direct, and tailored to their situation—without the overhead of a large consulting firm. I care less about jargon and frameworks, and more about whether your people can execute on Monday morning.

I partner best with leaders who are candid about where things stand, open to being challenged, and committed to building organizations that are both high-performing and sustainable for the people inside them.

You can learn more about my background and experience on LinkedIn .

If you’re facing a concrete operational challenge or preparing for a phase of growth that will stretch your current systems, I’m happy to start with a brief conversation to see whether I can help.

Please include a sentence or two about your business, your role, and the situation you’d like to discuss. I’ll respond with proposed times or a quick note if I’m not the right fit.