I Help Professionals Put Their Passions to Work | Leveraging Leadership Capacity | Connections with a Purpose | SDVOSB | USMC VET

Some leaders talk about growth. I’ve built it, again and again. From turning dirt lots into multimillion-dollar fabrication and manufacturing operations to standing up a chemical manufacturing plant that achieved both ISO 9001 and OSHA SHARP initiative recognition, my path has never been theory, it’s been proof.

That proof began long before titles. I grew up working in my family’s grocery stores, butcher shops, and restaurants, where I learned that culture isn’t a slide in a deck, it’s forged through shared effort. The Marine Corps honed that foundation with discipline, accountability, and servant leadership, teaching me that execution is the purest form of belief.

My philosophy reflects James 2:22—faith and works completing each other. In business, faith is strategy: the belief that a company can reach beyond its current reality. Works are the systems, processes, KPIs, and accountability that give that belief evidence. My role is to bring those two together so vision and velocity become one.

Areas of Expertise:
★ Concept to Commercialization | ★ M&A Strategy & Integration | ★ ERP & KPI System Integration
★ Business Growth & Scaling | ★ Supply Chain Optimization | ★ Strategic Partnerships
★ ISO 9001 Implementation | ★ Facility Development | ★ Regulatory Compliance
★ P&L Management | ★ Culture Development | ★ Process Improvement | ★ Constraint Focused

Bravis Brown, MBA

Leadership isn’t position. It’s posture.

Most founder-led companies don’t get stuck because the team doesn’t care. They get stuck because the leader becomes the router for everything—decisions, approvals, problems, priorities.

A servant’s heart shows up like this:
	•	you put people ahead of your agenda
	•	you initiate service instead of waiting to be asked
	•	you’re not attached to being needed
	•	you lead with love and standards

But here’s the part most miss: servant leadership isn’t soft. It’s structured.

It looks like installing:
	•	clear decision rights
	•	operating rhythms
	•	simple, visible KPIs
	•	escalation paths that don’t end at you
	•	documentation + training so tribal knowledge isn’t the strategy

That’s how you scale without burning out and how you build a business that can outlast the founder.

What’s one area in your business where “picking up the towel” would actually mean installing a system?

Veteran Executive | Fractional COO | Driving Scalable Growth for Manufacturing & Industrial Companies Through Systems, Automation & Servant Leadership

Owner wanting to “become the CEO”? Stop acting like the GM.

Becoming CEO isn’t about doing less work.
It’s about owning different work.

If you’re still the default for:

scheduling conflicts

customer escalations

purchasing approvals

quality release decisions
…you’re still running operations by force of habit.

Integrator move:
delegate decisions, not just tasks.
Install decision rights + cadence + scoreboard owners so the org stops bouncing back to you.

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.
The 96% Perfect Podcast

Today I had a conversation with an individual I respect and hold in high regard.  She and I were talking about communication in business and the multilayed approach that is required to make it successful.  

I go back to 2018 when I was asked if I felt the issue was communication.  I was a little offended by the question at first.  I spent a great deal of time ensuring I was communicating with all the leadership.  

What I learned was there were several ways that I could help cascade that down into the entire company.  I'll save that detail for another day and stay on topic... for now. 😉 

Our conversation lead to examples of how companies cascade it down into their organization.  The attached documents show an easy way to do so.  It just so happens I did an education moment on this in December as well.

If you'd like to discuss how communication of strategy leads to execution, accountability, and drives culture improvement/alignment I'd be happy to discuss (link below). 

https://lnkd.in/gZAEpEra

Accountability w/o Confrontation

Your Business Runs Through You (That's the Problem)
If every decision, fire, and “weird exception” still routes back to you…

You don’t own a company.
You own a job with overhead.

Most founder-led manufacturers don’t get stuck because their people don’t care. They get stuck because the owner became the operating system.

Symptoms:

Work pauses until you approve it

“Urgent” requests wreck the week

Good leaders hesitate because decision rights aren’t clear

You can’t step away without things slipping

The fix isn’t “try harder” or “hire one more manager.”
It’s installing a playbook the team can run without you:

Decision rights (who decides what), AKA empowering others.

Weekly operating cadence (the same rhythm, every week)

A small scoreboard (owners for every number)

One example: Every time a client identified an asset they wanted refurbished or a finished asset they wanted to pick up, it took an average of 2 hours. 

After installing visibility + handoffs + ownership, it dropped to ~15 minutes.
More importantly: the owner stopped being the router.

If you want, I’ll send a quick “Founder Dependence Self-Check” + the 30-min Constraint Snapshot link.

Comment SNAPSHOT and I’ll DM it.

If it can’t run without you, buyers price that as risk.

I’m visiting yet another manufacturing facility where one person knew it all & ran it all. A tragedy happened, and now they’re scrambling to sell. Do you think they’ll get market price… let alone a premium? Of course not.

Succession planning and operating manuals aren’t phrases to throw around. They’re how you stabilize a business.

Whether you’re the owner still carrying the operation, or a newly appointed CEO inheriting it:
owner dependence = fragile performance.

Exit readiness isn’t a future project.
It’s proof, installed weekly:

decision rights
cadence
scoreboard ownership
repeat-fire elimination

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

Firefighting isn’t a job description. It’s a signal.

If your team is constantly reacting, it usually means:

priorities aren’t stable

escalations have no path

decisions aren’t clearly owned

issues don’t get closed (so they repeat)

Here’s the trap: the CEO/founder becomes the hero, which trains the org to escalate more.

Integrator move = put chaos on a rhythm:

Scoreboard (numbers only)

Flow/constraint (what’s blocking throughput/OTD)

Issues (solve 3–5, assign owners + due dates)

Podcast coming soon with 96% Perfect (https://lnkd.in/gE-3A2Kg).

Comment SNAPSHOT for a 30-min Constraint Snapshot Review Call.

New CEO reality: you inherited a routing problem. 
I don't mean of the MSP type either. 

If everything routes through you, your calendar becomes the constraint:

approvals / exceptions / escalations

“just checking” interruptions

You can’t strategy your way out of that. You have to install your way out.

Start here:

Write decision rights for the top 10 repeat decisions
Create a weekly cadence that produces decisions + accountability
Stop repeat fires with issue ownership + due dates

Podcast on “Why Leadership Fails Without an Integrator” coming soon.
Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.
The 96% Perfect Podcast

Newly appointed CEO? Don’t become the new Mr./Ms. Fix-It.

If you’re in the seat <18 months, you usually inherit a company where every decision, fire, and exception routes through one person.

The org will try to make that person you.

Watch for these tells:

“Quick question…” all day

Schedule changes happen in hallways

Quality holds wait for your blessing

Leaders escalate instead of decide

Priorities shift weekly based on noise

That’s not a leadership problem first. It’s an operating system problem.

The fix is boring (and effective):

decision rights

weekly cadence

issue ownership (owner + due date)

Podcast on “Why Leadership Fails Without an Integrator” coming soon.
Comment SNAPSHOT and I’ll DM the link to a 30-min Constraint Snapshot Review Call.

If your best people are burning out, it’s not “seasonal.”

Constant emergencies are usually a system outcome:

Unclear priorities
Unclear decision rights
Invisible WIP aging / late jobs
No consistent escalation path

New CEOs often feel pressure to “prove it” by fixing everything personally.
That turns you into the new router.

Better move:
Install a weekly cadence that forces clarity and closes issues before they repeat.  You know, root cause Nija stuff.

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

Most manufacturers don’t have a “capacity” problem.

They have a flow + decision system problem.

If you’re constantly expediting, drowning in WIP, missing ship dates, or living in priority whiplash, the root issue usually isn’t effort or talent, it’s that the business lacks the operating system to identify constraints and manage them consistently.

That’s why I’m sharing the link below: in February there’s an Introduction to Goldratt’s Theory of Constraints (TOC) Flow Solutions session (from The Goal) built for real-world manufacturing execution — how to find the constraint, protect it, and drive reliable throughput.

Why I’m sharing: Goldratt’s TOC work is highly practical. I’m attending as a guest to observe their process and explore ways I can help manufacturers turn the learning into sustained, on-the-floor execution.

This is best for executive and senior leadership teams — especially if you’re asking:

“What are our constraints… and how do we prove it?”
“Why does everything feel urgent?”
“Are we about to spend capital because we don’t know what else to do?”

What manufacturing teams are reporting after TOC Flow Solutions workshops:
ACT Test Panels, LLC: On-time delivery +10%, overtime costs -25%, and monthly revenue + net income up double-digits.

FAMCO (HVAC accessories): clearer constraint prioritization, reduced multitasking, “full-kit readiness,” improved on-time delivery + operational efficiency.

Teton Machine Company: strong team buy-in + practical exercises; applied TOC to build real throughput improvement plans.

Charter Steel: better understanding of flow + buffer management; actionable changes to scheduling and day-to-day execution.

Spudnik Equipment Co: TOC made relatable; quick wins via a WIP board to reduce multitasking.

PedSafety: stopped defaulting to “more people/more machines;” mapped flow, found the constraint, focused effort, often saving money without adding resources.

If you’re considering TOC or you’re currently treating CapEx as the default fix, DM me “TOC” and I’ll see you there.

#Manufacturing #Operations #TheoryOfConstraints #TOC #OperationalExcellence #ContinuousImprovement #Leadership #FractionalCOO

Open article: North Dallas Chamber Event | Goldratt Flow Solutions by goldrattflow.com

North Dallas Chamber Event | Goldratt Flow Solutions

Bandwidth is the real constraint.

My approach to conserve bandwidth is addressing the root cause, delegating and empowering.

Most ops teams don’t lose because they lack effort.
They lose because decision traffic overwhelms the week:
interruptions → switching → rework → late jobs → escalations.

If you want capacity without heroics, remove the true constraint:

Reduce approvals (empower/delegating)
Stabilize priorities (empower/delegating)
Protect the constraint (address the root cause of the bottle neck)
Close issues so they don’t repeat (address the root cause) 

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

Binderware is why “change” doesn’t stick.  You know, the consultants that put it all in a binder and disappear.  Last thing I want to be is a Seagull, fly in and shit on everything and leave. Kyle Phillips

Most companies aren’t short on ideas.
They’re short on installs/implementation.

A binder doesn’t change behavior.
A slide deck doesn’t create flow.
A meeting doesn’t equal accountability.

Installed looks like:

Leaders run the week without waiting on the CEO/owner
KPIs reviewed weekly (same time, same owners)
Issues get owners + due dates (and close)
Exceptions shrink over time

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

For those who wanted to see what the education piece looked like, here you go! This is part of the education associated to the JD post yesterday.

Accountability Turns Strategy Into Action

Reposting for reach!  Great resource if you have a need in the space, I'm not talking about the crane solutions, I'm talking about Sam F. Bean

Vistage Chair I Vistage Certified Speaker I Executive Coach I Leadership Development I Speaker

Network, you want to up your safety game and shore up your uptime with your lifting systems?

Check out my guy at Zephyr Cranes Sam F. Bean

I may not be able to attend due to facility tours, but I highly recommend attending and connecting with multiple chapters at this one event! 

Jeffrey O. Casanova - Thanks for driving this and working with all the Presidents of the different chapters to make it happen!

View company: Success Champion Networking (SCN)

DFW Business Owners & Entrepreneurs – It’s Happy Hour Time!

Join us for an SCN Local Chapter Happy Hour in Dallas/Fort Worth! This is your chance to hang out with fellow business owners, build real connections, and have some fun no pitches, no fluff, NO MLMs. 

Just solid networking with badass professionals who actually get it.

Whether you’re growing your business, looking for collaboration opportunities, or just need a break with great people this is the place to be. 

Grab a drink, bring a friend, and let’s build something amazing together.

Jeff Loyd, Brandon Denmon and 23 other connections attending

View event: B2B Happy Hour • Dallas/Fort Worth • In-Person Event

B2B Happy Hour • Dallas/Fort Worth • In-Person Event

Petty Cash Accounts, are you for or against them?  If you care to comment beyond a simple yes or no, please do.

Are Petty Cash Accounts a thing of the past?

Manual Data Entry Is Killing Scale

About 70% of manufacturing firms still rely on manual data entry.
That’s not “old school.” That’s a growth ceiling.

When 70% are keying data by hand, it usually means:

Slow + error-prone processes
Visibility is late (or wrong)
The owner/CEO becomes the final checker
Decisions get delayed because the “system” is a person

And here’s the real problem: manual operations don’t transfer.
They depend on tribal knowledge, heroics, and the one person who knows where everything lives.

That’s why so many shops hit the same wall:
you can’t scale what you can’t see.
and you can’t exit what you can’t hand off.

This is what “de-founder” actually looks like (no fluff):

Identify the 3 manual loops stealing the most time (quote, scheduling, purchasing, job traveler/QC)
Assign decision rights (so everything doesn’t bounce back to you)
Standardize + document the playbook (so the work survives people)
Automate the workflow (so the process owns the work—not your calendar)

ElevateEdge exists for the firms stuck here, freeing owners from being the human ERP and unlocking throughput by automating workflows + installing the operating system.

Comment SNAPSHOT and I’ll DM the link to a 30-min Constraint Snapshot Review Call.

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Nabil Haddad

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The Battle

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Nabil Haddad

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Engagements

Likes

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