I build and scale high-performance businesses in telecom, technology, and global operations.

With 20+ years leading growth across Canada, the U.S., LATAM, Europe, Africa and Asia, I specialize in transforming complex environments into predictable, scalable, revenue-driving engines.

Today, as President of Run-DLJ, I’m focused on making our company the #1 national provider of data and telecom hardware—IP phones, switches, routers, WiFi access points and accessories—trusted by hospitals, schools, universities, and enterprises across Canada.

Previously:
- Grew Mission’s network of vetted senior engineers from 350 to 5,000+ (+1300%)
- Signed 30+ global partnerships across 6 continents
- Built scalable sourcing, vetting and matching systems from scratch
- Drove international expansion across 25+ countries at Egencia (Expedia Group)
- Led teams of 40+ to 80+ employees across global operations

What I do best:
✔ Scale businesses from inception to hundreds of millions
✔ Build processes that bring clarity, predictability and efficiency
✔ Negotiate strategic partnerships worldwide
✔ Lead world-class, multicultural teams
✔ Deliver growth even in resource-constrained environments

If you’re looking to discuss telecom hardware needs, distribution partnerships, or scaling global operations — let’s connect.

Stéphane Bâlon

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

A year ago, this month (I think this day), Patrick Stuhr gave me this book, Leadership Promises for Everyday by John Maxwell.  Thank you, Pat!

When we speak of empowerment and giving power and authority to your team, we are often talking about a company, but it’s much broader than that!

Have a blessed day!

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

Most change doesn’t fail because the idea is bad.

It fails because leaders misread how people meet change.

John Maxwell breaks it down into 5 groups:
	•	Innovators (originate the ideas)
	•	Early Adopters (know a good idea when they see it)
	•	Middle Adopters (the majority—watch others first)
	•	Late Adopters (resist, criticize, rarely “buy in” out loud)
	•	Laggards (committed to the past—often create division)

And it reminds me of Numbers 13:
Caleb says, “Let us go up at once… we are well able.”
Others respond, “We are not able…”

Here’s the leadership lesson (especially in manufacturing):
Don’t try to “win” the laggards first. You’ll waste time and lose momentum.

Lead change in this order:
	1.	Start with Innovators + Early Adopters
	2.	Give them a clear win (pilot, proof, metric)
	3.	Let the Middle Adopters follow the evidence
	4.	Manage the Late Adopters with standards + accountability
	5.	Don’t hand the mic to the Laggards

Change sticks when it’s framed as a refinement of “how we do it” and backed by results.

If you’re trying to install new systems, processes, or automation and it’s stalling, let’s discuss it.

Chalk this up to communication; mission, vision, strategy and so on.  One of the most difficult tasks, alignment via clear communications.  Clarity on where we are going and how, can be amazing!

Operational Excellence | Business Transformation | Change Management

Why Do Smart People in the Same Company Fight Each Other?
Sales wants shorter lead times.
Production wants longer lead times.
 
Marketing wants more product variety.
Operations wants standardization.
 
Finance wants lower inventory.
Customer service wants higher inventory.
 
Same company. Same goal. Conflicting priorities.
Why?
 
One of the foundational TOC beliefs is that "There are no conflicts in reality."
 
If everyone truly works toward the same company goal, their priorities should naturally align.
 
When priorities don't align, we should ask this question: What assumptions are we not examining?
 
Sales assumes shorter lead times automatically increase sales.
Production assumes longer lead times improve reliability.
 
Marketing assumes variety drives revenue.
Operations assumes standardization reduces costs.
 
Finance assumes inventory hurts cash flow.
Customer service assumes inventory improves service.
 
These departmental conflicts are really assumption problems.
Challenge the assumptions. Find the win-win.
 
What conflicts in your organization exist because no one has challenged the underlying assumptions?
 
www.goldrattflow.com
 
#TheoryOfConstraints #TOC #Assumptions #Leadership #Alignment #FOCUS #striveforexcellence #dilber

Most improvement “dies” after the workshop.

Not because people don’t care, because nobody owns the installs long enough for them to stick.

That’s what the Fractional COO Execution Retainer is for:
Install the operating system and sustain it until the team runs it without heroics. 

What it includes:

weekly execution cadence (leadership + shop floor)
role clarity + decision rights + delegation plan
KPI dashboard installed + run weekly
training + standard work + accountability follow-through 

If you want to explore whether a sprint (focus on a single constraint) or retainer is right, comment AUDIT.

Timaree Humphrey, SPHR is #hiring. Know anyone who might be interested?

Posting for reach!

I'm looking forward to connecting with those that are focused on advancing innovation in manufacturing!

Strengthening Texas’ Defense Aerospace Manufacturing Base | Advancing Innovation, Workforce Development & Supply Chain Readiness

🚀 Calling all Texas manufacturing leaders!🚀

The Texas Defense Aerospace Manufacturing Community (TDAMC) is gearing up for our upcoming TDAMC Summit in Houston on March 17th and 18th, and we’re inviting industry and community partners to help facilitate and host sessions that advance Texas’s leadership in defense and aerospace manufacturing.

We’re proud to collaborate with incredible organizations including Lockheed Martin, CyManII | Cybersecurity Manufacturing Innovation Institute, Texas A&M Engineering Experiment Station (TEES), MxD Learn, IACMI – The Composites Institute, Olympus Controls, CyberCompass, iFortress, and TMAC — all dedicated to strengthening the state’s manufacturing ecosystem through innovation, workforce development, and collaboration.

📢 We’re hosting a Call-to-Action Partner Meeting on January 27th to connect with potential partners and explore ways to get involved in the Summit.

If you or someone in your network would be a great fit, I’d love to connect — or feel free to tag them below.

REGISTER HERE🔗 https://lnkd.in/gmqxuftD

#TDAMC #TexasAerospace #DefenseInnovation #ManufacturingExcellence #WorkforceDevelopment #Collaboration

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