“To whom much is given, much is expected. I see that not as a burden, but as a calling — to give generously to my clients, my community, and my family.”
Keith Yeater
Vice President
Keith Yeater, Vice President at Competitive Business Solutions (CBS), is an industry veteran with over 30 years of performance improvement expertise. Starting his career with a Bachelor of Science in Mechanical Engineering from GMI Engineering and Management Institute, Keith quickly found his passion in operational performance enhancements, leading him to consulting. His love for his job is deeply rooted in creating sustainable, tangible change for organizations, the industry, and his clients.
Keith brings to CBS a wealth of experience from the private equity realm, where his keen eye for sustainable improvements has made him a trusted advisor throughout the ownership lifecycle. His impressive portfolio includes his stint as VP at TBM consulting firm, leading their Mergers and Integrations practice, and as VP of Operations for STAHL/Scott Fetzer Company and Pentair Ashland Operations, where he spearheaded numerous successful lean/continuous improvement initiatives.
Beyond his work at CBS, Keith is a strong believer in the idea that “to whom much is given, much is expected” and is involved in his church, the local school system, and a range of community service organizations. Now that his children have grown up and moved out of the family home, Keith and his wife love to travel. And, in carrying on a tradition his father instilled in him, he considers himself an avid hobbyist woodworker.
If you want to discuss how CBS can support your business, feel free to contact Keith directly.
Latest Insights
from Keith
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Understanding Culture: The Missing Key to Operational Change
True operational change starts with culture. Bob Morin shares how understanding people, not just processes, drives lasting operational excellence.
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Your Metrics Are Too Pretty: Continuous Improvement Fails When Metrics Don’t Drive Action
Pretty dashboards don’t equal progress. Turn visual management into continuous improvement with metrics that drive action, not appearances.
