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New chapter. Big mission.  I'm proud to share that I’ve joined GE Vernova as Director of Industry 4.0. I’ll be working alongside some of the brightest people in energy, research, and manufacturing to drive forward innovation in supply chain and operations. “Innovation is seeing what everybody has seen and thinking what nobody has thought." – Dr. Albert Szent-Györgyi Excited for what’s ahead.

Post 28: Driving Change with KPIs & Goal-Setting As Peter Drucker wisely said, “If you can’t measure it, you can’t improve it.” To foster continuous improvement, defining and aligning KPIs at different levels is essential for driving organizational change. Here’s how to do it: 1. Level 1 KPIs (Strategic): High-level, long-term goals that track the overall success of the organization (think - revenue growth, customer satisfaction). Example: “Increase revenue by 20% within the year.” 2. Level 2 KPIs (Tactical): Department-level KPIs that support strategic goals (think - improving process efficiency, customer engagement). Example: “Increase sales conversion rate by 15% in the next quarter.” 3. Level 3 KPIs (Operational): Day-to-day, granular KPIs that focus on immediate actions and results (think - completing specific milestones or tasks). Example: “Conduct 5 training sessions to improve sales reps’ negotiation skills.” Notice how these bottom-up KPIs stack together to support each level above. This stacking effect creates an economy of scale, helping your team achieve both operational and strategic objectives. To make KPIs actionable, think of them as goals and milestones within a structured framework, much like a scientific approach to problem-solving. The f(x) = y Goal-Setting Framework: Align your actions (f(x)) with desired outcomes (y). For example: - Action (f(x)): Conduct weekly sales training. - Outcome (y): Improved conversion rates and increased revenue. A lack of clear goals or an employee's inability to see their direct impact can lead to disengagement and demotivation. When team members can't connect their day-to-day work to a larger mission, they often feel disconnected from the organization’s vision. By setting clear KPIs across levels and using milestones to track progress, organizations ensure that everyone is aligned, motivated, and contributing to the bigger picture. By operationalizing KPIs and aligning every team member's actions with overarching goals, you can jump start a culture of continuous improvement and meaningful engagement.

Post 27: The Power of the First Word - Make it a Breath Growing up as the youngest of three competitive brothers, I learned early on that sometimes the best response in a conversation isn't the first thing that comes to mind—it’s the pause. My parents, both highly intuitive, taught me that choosing my words carefully mattered more than speaking immediately. I’ve carried this into my career and found it incredibly effective. The first words in any conversation set the tone. They can either open the door to collaboration or create an unnecessary obstacle. And too often, we rush them. In high-stakes conversations, whether with a client, team, or colleague, the ability to pause before speaking allows you to gather your thoughts, process the question, and truly consider your answer. This builds trust. It signals to others that you’ve thought through your response and aren’t just reacting. Make your first word a breath. Silence isn’t something to fear—it’s a tool that allows you to respond with intention, not impulse. It’s a moment to breathe, reflect, and decide how to engage, which can be far more powerful than rushing in with a quick response. A simple practice I encourage in my mentoring is to take a deep breath (through your nose keeps it private), count to five, and ask yourself, “Is what I’m about to say truly going to help move this conversation forward?” It’s a small but impactful habit. If you’re ever in doubt, pause. Take the moment to collect your thoughts and respond with intention. It can make all the difference in how your words land.

Post 26: Leading by Listening - a Key to Transformation As a leader, I’ve learned that my most powerful tool is the ability to listen, not just hear, but truly listen with curiosity and an open mind. This skill, often overlooked in both business and sports, distinguishes effective leadership from mere management. I first discovered this on the soccer field as team captain. The pressure to speak first and assert control was strong, but over time, I realized the most successful captains lead by listening. They create an environment where everyone’s perspective is valued, allowing them to make more inclusive and thoughtful decisions. This lesson carried over into my business career. At Amazon, we faced the challenge of fostering a culture that could adapt, respond to change, and solve complex problems at scale. I saw firsthand how listening across all levels unearthed new ideas and sparked innovations. One key example was the creation of DENX, an engineering and operations unit that reshaped our approach to challenges. It wasn’t a top-down initiative, but the result of listening to everyone involved. Similarly, as Amazon’s culture evolved, we applied this principle to address inefficiencies. By listening to how different teams experienced these challenges, we could identify patterns and areas for improvement. This led to the successful initiation of Amazon’s lean transformation, focusing on continuous improvement, eliminating waste, and fostering a culture of experimentation. We didn’t just replicate processes; we listened, adapted, and tailored our approach to make it our own. Listening has proven to be a catalyst for innovation and transformation. When leaders create a culture where everyone feels heard, by modeling listening first and speaking last, they build trust, respect, and collective problem-solving. People follow them not because of their title, but because they know those leaders genuinely value their input. In both sports and business, listening with curiosity and being open to changing my mind has been a strength, not a weakness. It fosters collaboration over control and helps build something bigger, something that can change the game. So, whenever I’m in a meeting or on the field, I remind myself to listen, learn, and lead with humility. To those aspiring change agents reading, ask yourself, "How do you show up? Are you ready to listen, collaborate, and evolve? Or ready to talk?"

Post 25: Some Holiday Fun - Lean Lessons from Holiday Classics As we approach the holiday season, I thought it’d be fun to draw some parallels between Lean principles and the holiday classics. Here are a few unexpected lessons from your favorite holiday tunes: "Jingle Bells" – Focus on Flow: Just like the sleigh ride through the snow, Lean emphasizes the importance of smooth, uninterrupted flow in processes. No need for bottlenecks or roadblocks—let the process glide! "The 12 Days of Christmas" – Eliminate Waste: If we look at the repetitive and excessive nature of the 12 gifts (12 drummers drumming, 11 pipers piping…), it’s a perfect metaphor for waste in a process. Lean teaches us to evaluate what truly adds value and eliminate the unnecessary “extra drummers” that slow us down. "We Wish You a Merry Christmas" – Continuous Improvement: Just like the holiday wishes we give each year, Lean is about continuous improvement. We’re always striving to make processes better, year after year, ensuring that each season (or iteration) is a little more efficient than the last. "Rudolph the Red-Nosed Reindeer" – Root Cause Analysis: Sometimes, the solution to a problem is hidden beneath the surface. Just as Rudolph’s nose was the answer to the sleigh’s navigation issues, Lean’s root cause analysis digs deep to identify and fix underlying problems, rather than just treating symptoms. "Deck the Halls" – Standardized Work: The consistent way we decorate for the holidays is a perfect example of standardized work. Everyone knows their role, processes are in place, and we repeat them every year to create a smooth, predictable outcome. Lean principles are everywhere—even in holiday songs. As the year closes, take a moment to reflect on the ways we can streamline, reduce waste, and continuously improve—not just in our work, but in how we approach the new year ahead. Cheers and happy holidays.

Post 24: Understanding Standard Hours Earned (SHE) and Its Impact on Productivity. Organizations strive for efficiency and productivity. One effective method for achieving this is through Standard Hours Earned (SHE) or Earned Standard Hours (ESH), which measures work completion against predetermined standards. Earned Standard Hours formula: ESH = Actual Hours Worked / Standard Hours Set This metric helps teams assess performance and identify areas for improvement. Applying ESH Across Teams Operations Teams: Build the Standard: Collect historical data on task times and establish benchmarks. Example: If assembling a product typically takes 10-15 minutes, set a standard of 10 minutes. Good Outcome: A team completes 100 hours of work, achieving 900 standard minutes. Calculation: ESH = (100 hours * 60 minutes) / 900 minutes = 6.67 ESH. Result: This indicates high productivity, and the team can replicate successful practices. Bad Outcome: If the same team takes 120 hours for the same task, ESH becomes: Calculation: ESH = (120 hours * 60 minutes) / 900 minutes = 8 ESH. Result: This reflects inefficiencies that need to be addressed. Engineering Teams (NPI): Build the Standard: Benchmark against industry standards and calculate average times. Example: If the design phase averages 80 hours, set a standard of 70 hours. Good Outcome: The team completes the phase in 65 hours. Calculation: ESH = 65 hours / 70 hours = 0.93 SHE. Result: This indicates efficient work and successful process improvements. Bad Outcome: If the team spends 85 hours on the same phase: Calculation: ESH = 85 hours / 70 hours = 1.21 ESH. Result: This reveals potential delays and areas needing improvement. Sales Teams: Build the Standard: Identify key activities and analyze historical task durations. Example: If initial client meetings typically last 25-35 minutes, set a standard of 30 minutes. Good Outcome: A rep conducts 20 meetings, averaging 28 minutes each. Calculation: ESH = (20 meetings * 30 minutes) / (20 * 28 minutes) = 1.07 ESH. Result: This shows effective time management. Bad Outcome: If the same rep takes 40 minutes per meeting: Calculation: ESH = (20 meetings * 30 minutes) / (20 * 40 minutes) = 0.75 ESH. Result: This indicates time inefficiencies that could hinder sales goals. Benefits of ESH: Alignment: Ensures all teams work toward common productivity goals. Accountability: Creates a culture of ownership and responsibility. Data-Driven Decisions: Provides insights for resource allocation and process improvements. Continuous Improvement: Encourages regular evaluation and refinement of processes. Take the time to build standards in your business across all functions. It will serve as an enabler for gearing ratios, establishing entitlements, and so much more.