Pete H.
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Plant manager and Lean Six Sigma operations leader who ran multi-site operations for a $200 million waterworks products manufacturer, then cut a precision rifle maker's monthly tooling spend from about $30,000 to about $10,000 in his first full month.
Pete H.
Marine Corps · 2000 to 2004 · CorporalMarine Corps Infantry Machine Gun Section Leader
Plant manager and Lean Six Sigma operations leader who ran multi-site operations for a $200 million waterworks products manufacturer, then cut a precision rifle maker's monthly tooling spend from about $30,000 to about $10,000 in his first full month.
- At a precision rifle manufacturer in 2026: took ownership of tooling and MRO spend, cutting monthly tooling spend from about $30,000 to about $10,000 in his first full month with point-of-use controls in the vending system (approval limits on high-value pulls, daily spend limits by person) and a weekly KPI cadence on spend exceptions; stood up the capital expenditure register with ROI-based capital requests; and built the plant's first structured preventive maintenance program, with asset-level tiers and an annual schedule published 30 days ahead. The position was eliminated in a restructuring effective December 31, 2026.
- Plant manager, multi-site operations, for a $200 million manufacturer of engineered, custom fabricated waterworks products (2021 to 2026): led area and functional managers, owned financial performance and the KPI and operating review cadence, directed intercompany scheduling across plants, redesigned the molding schedule for major cost savings and higher efficiency, built monthly and weekly cycle counts and led the annual audit to full compliance, and allocated capital for automation. Before that, as a production supervisor at a turf and landscape equipment manufacturer (2017 to 2021), raised assembly output 70% in three months through process redesign and standard work and led new product introductions with design engineering.
- Marine Corps corporal and machine gun section leader (2000 to 2004): led 12 to 30 Marines in combat operations and, as corporal of the guard, secured a forward operating base in Iraq with 300+ personnel and more than $17 million in equipment; Purple Heart and Combat Action Ribbon. After the Marines, an ironworker foreman promoted before finishing his apprenticeship, then a warehouse operations supervisor who lifted monthly profit from $2,000 or less to $10,000 to $15,000 with a 0.08% error rate. B.A. in Advertising, The Art Institutes International Minneapolis.
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