The Situation
Does This Sound Familiar?
01
Revenue is growing, but EBITDA isn't keeping pace.
The business is getting bigger, but operating complexity, waste, inventory, freight, labor, and overhead are consuming too much of the benefit. Leadership sees the gap in the numbers but doesn't have enough visibility into what's actually driving it.
02
Growth is exposing weaknesses in the operating system.
Processes that worked at a smaller scale are starting to break. Teams are firefighting, service is becoming harder to maintain, and problems increasingly cross functional boundaries without clear ownership.
03
Leadership has data, but not enough visibility or accountability.
KPIs and systems exist, but leadership still struggles to move from the number to the root cause, establish ownership, and turn information into consistent execution.
01
Revenue is growing, but EBITDA isn't keeping pace.
The business is getting bigger, but operating complexity, waste, inventory, freight, labor, and overhead are consuming too much of the benefit. Leadership sees the gap in the numbers but doesn't have enough visibility into what's actually driving it.
02
Growth is exposing weaknesses in the operating system.
Processes that worked at a smaller scale are starting to break. Teams are firefighting, service is becoming harder to maintain, and problems increasingly span cross-functional boundaries without clear ownership.
03
Leadership has data, but not enough visibility or accountability.
KPIs and systems exist, but leadership still struggles to move from the number to the root cause, establish ownership, and turn information into consistent execution.
Proof
Proven Results at Scale
Fit
Who I Work With
I work with CEOs and PE operating partners of $50M–$500M manufacturing and distribution companies where revenue is growing but EBITDA isn't keeping pace. They know costs are creeping, service is slipping, or margins are under pressure—they just can't get a straight answer on why, or who's accountable for fixing it.
They want someone who has actually operated at this scale, in this industry, and can find the real drivers, fix them, and hand off a team that can sustain the results.
I'm not the right fit if you're looking for a strategy deck or recommendations without a path to action. My work is built around measurable operating improvement—not analysis that gets handed back to your team to figure out alone.
The Approach
How I Work
01
Discover
We start with the business problem.
I work with the CEO, owner, or COO to understand what isn't working, why it matters to the business, and most importantly what success needs to look like.
YOU GET A clear definition of the problem and the business outcome we're working toward.
02
Diagnose
Then we quantify what's actually happening.
I use operating data and stakeholder interviews including the people doing the work to separate symptoms from root causes and understand the operation from multiple perspectives. Opportunities are prioritized based on expected return, effort, organizational impact, and the ability to sustain the improvement.
YOU GET A fact-based understanding of what's driving performance and a prioritized path forward.
03
Deliver
Then we execute.
I lead the transformation rather than handing over a list of recommendations. Lower-complexity improvements can begin generating near-term value while larger structural initiatives move forward in parallel. The team stays involved, KPIs keep the scoreboard visible, and leadership remains engaged so everyone understands what's changing, why it matters, and their role in making it work.
YOU GET Measurable improvement in the operation and the processes, accountability, and internal capability needed to sustain it.
Signature Method
The Irongate Operating Transformation Method
The problem you called me in for is rarely the real problem.
01
Find the real driver
02
Fix the operating system
03
Establish visibility and
accountability
04
Build the capability to sustain the result
Strategy
Data
People
Process
Technology
01
Find the real driver
02
Fix the operating system
03
Establish visibility and
accountability
04
Build the capability to sustain the result
Strategy
Data
People
Process
Technology
TESTIMONIALS
What Others Say
Trusted perspectives from colleagues and leaders who have experienced Mike's work, leadership, and impact firsthand.
“Mike brought a rare combination of strategic clarity and analytical rigor.”
Avnish Manek
Former colleague, Ryder
“Mike consistently demonstrated exceptional professionalism, responsiveness, and organizational leadership.”
Christal Ewing
Operational Risk Manager
“I was blown away by Mike's work ethic and people skills. In addition, I found that Mike possesses extremely strong analytical skills that beat many of the engineers that I have worked with over my career.”
Ken Chappell
Former colleague, MiTek
“Mike demonstrates a high level of integrity, leadership, critical thinking, and inter-personal skills as well as an eye for the bottom line.”
Teresa Joranlien
Former Manager
Start the Conversation
The Longer the Real Driver Goes Unaddressed, the More It Costs You
Every quarter these problems stay unresolved, they keep showing up in your margins. A strategy call isn't a sales pitch—it's a conversation about what's actually driving your cost and service issues, and whether I'm the right person to fix them. If I'm not, you'll know that too.
Operational leadership that turns complexity into clarity, accountability, and measurable results.
Email Us: [email protected]
Operational leadership that turns complexity into clarity, accountability, and measurable results.