Twenty-five years ago, I had a choice: stay in corporate leadership or take a leap of faith into the world of consulting. Looking back, that decision didn’t just change my career—it set me on a path of relentless problem-solving, hands-on transformation, and a commitment to making a real impact. It wasn’t about following a blueprint; it was about building something different—an approach to consulting that’s as invested in execution as it is in strategy.
A Defining Moment: The Catalyst for CBS
My career began at industry giants like GE and Lockheed Martin, where I was immersed in high-stakes engineering environments—aircraft engines, satellites, and defense technology. One pivotal moment came when I was part of a 10-person team tasked with rethinking satellite production at Lockheed Martin’s greenfield site in Newtown, Pennsylvania. Our challenge? Reduce the timeline of a customer order through delivery on orbit from 48 months to 18 months.
It was daunting. We weren’t just optimizing—we were reinventing. We drew inspiration from unexpected places, like Dell Computers, which was revolutionizing the PC industry with mass customization. Instead of designing unique satellite components from scratch, we modularized designs to be more adaptable, cutting time and cost drastically. It was a bold, disruptive move, and it worked.
Yet, the biggest revelation wasn’t about technology—it was about people. We fought, debated, and didn’t always agree, but that friction drove us to excellence. Beyond implementing new technologies, we reengineered processes across every part of the business, proving that true transformation starts with the right mindset. That experience sparked a question: What if companies beyond aerospace could benefit from the same hands-on, high-impact approach?
The Birth of CBS: Breaking Away from Traditional Consulting
When I launched CBS in 2000, I wasn’t looking to build another traditional consulting firm. I was determined to do things differently. I had seen too many consulting firms that operated from a distance, issuing recommendations without truly understanding the business.
Our first major client was Raytheon, where their circuit card assembly division was in crisis: 50 out of 54 programs were failing. They had experienced employees, dedicated teams, and the best intentions—but their organization structure and manufacturing approach was holding them back.
I didn’t come in with a slide deck. I came in ready to roll up my sleeves. We introduced lean principles, redesigned workflows, and empowered employees to take ownership of their processes. Within a year, 50 red programs turned into just four. By the 18-month mark, there were none.
One of the most rewarding moments came when John Wagner, a 40-year veteran at Raytheon, retired. He stood up in front of his colleagues and said, “I learned more in the last 13 months than I did in my entire career.” That moment reinforced what CBS was all about: empowering people to do their best work.
Redefining What It Means to Be a Consultant
One of the biggest challenges over the years has been overcoming the stigma of consulting. Many executives hear “consultant” and immediately think of firms that overpromise and underdeliver. They expect junior analysts with polished PowerPoints, not experienced operators willing to get their hands dirty.
That’s why at CBS, we call ourselves anti-consultants. We don’t just observe and advise—we embed ourselves into a company’s DNA, working alongside leadership, management, and employees at every level. We don’t just suggest improvements. We make sure they stick.
Lessons Learned: The CBS Belief System
Over 25 years, we’ve distilled our experiences into the CBS Belief System—17 core principles that guide how we work and how we lead. One of the biggest lessons we’ve learned is that true transformation doesn’t come from processes alone—it comes from people.
A moment that stuck with me happened during a Kaizen event at a manufacturing facility. A woman who had worked there for 35 years pulled me aside with tears in her eyes. “This was the best day of my career,” she told me. “For the first time, I felt like my voice mattered.” That’s the power of what we do—it’s not just about improving processes, it’s about unlocking human potential.
The Future of CBS: Innovation, Technology, and Industry 4.0
As we look ahead, the possibilities are endless. Industry 4.0 is here, but most companies have only scratched the surface. The integration of smart manufacturing, AI-driven analytics, and automation will redefine how businesses operate in the coming decades.
But at CBS, our focus remains the same: it’s not about the technology itself—it’s about how businesses use it to create real impact.
We’ve helped aerospace companies revolutionize how they build products. We’ve worked with animal farming operations that applied manufacturing principles to improve efficiency. We’re constantly finding new ways to help businesses not just keep up—but lead.
The last 25 years have been an incredible journey. We’ve helped companies navigate crises, achieve breakthroughs, and build legacies. And the best part? We’re just getting started.
To everyone who has been part of CBS—our clients, our partners, and our team—thank you. Here’s to the next 25 years of transformation, innovation, and impact.
