Full P&L Executive & Operator

Kevin
Rahardja

I build operational performance that lasts. Fifteen years turning around plants, transforming operations across four continents — from the shop floor to the boardroom. Available for executive roles, management consulting, and fractional operational leadership engagements.

View My Work
15+
Years of Experience
4
Continents
$100M+
Career Cost Savings & Avoidance
400bps
Latest Quarterly EBITDA Recovery
73%
Safety Improvement
40%→98%
OTD Transformation
50%+
Average Inventory Reduction
7×
Productivity Improvement
About

Operator First. Results Always.

I am a full P&L executive with over 15 years of experience transforming manufacturing, distribution, and supply chain operations across global, multi-site businesses. I have led business turnarounds on four continents, designed operating systems at multiple companies, restructured global supply chains, and served as an executive across PE-backed, privately-owned, and corporate environments.

I have sat in the seat, built the teams, and delivered the numbers — from stabilizing a cash-starved distribution business on the verge of collapse to designing and standing up three portfolio companies under a one-year TSA, to building a production system that generated nearly $4M in savings in its first year of operation.

My approach is grounded in operational reality. I diagnose fast, build capable teams, implement systems that stick, and hold organizations accountable to results. I don't lead from an ivory tower — I'm on the floor, in the data, and accountable to results alongside the team.

Credentials
Lean Six Sigma Master Black Belt (MBB)
CPIM — Certified in Production & Inventory Management
CPSM — Certified Professional in Supply Management
CQE — Certified Quality Engineer
CSQP — Certified Supplier Quality Professional
MBA, University of Illinois at Urbana-Champaign
MS & BS Industrial Engineering, Purdue University
Areas of Expertise

Where I Create Value

Operational Turnaround
Rapid stabilization and performance recovery for underperforming operations. I diagnose fast and deliver results — in margins, productivity, quality, and cost — within a short timeframe.
400 bps quarterly EBITDA recovery with zero capital · $5M cost savings in 6 months · 7× productivity improvement on a single production line
Business Transformation
End-to-end transformation of manufacturing and supply chain operations — integrating S&OP, working capital discipline, and shop floor performance to drive measurable P&L impact.
OTD 40% → 98% · Lead time 10 weeks → 1 week · Inventory reduced 57% · Operations rebuilt across U.S., Germany, Italy, China, and South Africa
Management Operating Systems
Design and implementation of complete operating frameworks — policy deployment, daily management, Kaizen, TPM, quality and safety systems, ERP, and business intelligence — that drive repeatable, sustainable performance.
Designed and implemented multiple operating systems from scratch across distinct industries, generating multi-million dollar savings
M&A Lifecycle Operations
Operational expertise across the full deal lifecycle — pre-acquisition diligence, carve-out and TSA execution, post-close transformation, value creation, and exit readiness.
Stood up 3 portfolio companies under a 1-year TSA post-carve-out · Stabilized a capital-constrained distribution business from the verge of collapse
Selected Work

Engagements

TurnaroundM&AUSA
Stabilizing & Exiting an Over-Leveraged Distribution Business
~400 bps quarterly EBITDA improvement · $2M+ annualized cost reduction · DSO 38→31 days · OTD +35% · E-commerce 3×
Situation
A ~$35M specialty ingredients distributor serving nutraceutical, pharmaceutical, food, and personal care markets had become severely over-leveraged. Every dollar of operating cash was being consumed by debt service, with no room to maneuver. Inventory was dwindling and the business was on the verge of dissolution.
Approach
Improved collections immediately (DSO 38→31 days) · Built full BI visibility suite (Power BI) · Focused sales on existing inventory using ATP/CTP · Implemented S&OP · Launched e-commerce for excess inventory liquidation · Restructured the organization with two rounds of cost reduction · Drove $947K in annualized sourcing savings · Shifted operating culture to data and metrics-based model
Results
~400 bps EBITDA improvement in Q1 with zero capital · OTD improved 35% · Excess inventory reduced 38% · E-commerce grew 3× · Over $2M in annualized cost reduction
M&ATransformationGlobal
Standing Up Three Portfolio Companies Post-Carve-Out
All 3 companies operational within 1-year TSA · OTD 40%→90% · Lead time 10wk→2wk · Assembly throughput 3×
Situation
A PE-backed platform company carved out three businesses from a larger corporation — a $200M global business — under a one-year TSA. The contracted 3PL reneged, and the ERP system arrived deeply dysfunctional: MRP not running, master data inaccurate, IT and business in open conflict.
Approach
Stood up supply chain for all 3 companies from scratch · Pivoted to proprietary US distribution when 3PL reneged · Rescued the ERP: fixed data, process, and configuration failures · Bridged IT/business breakdown · Drove 3× assembly line throughput on the highest-revenue, best-in-class product line
Results
All 3 companies operational before TSA expiration · ERP rescued and stabilized · OTD improved from 40% to 90% · Lead time cut from 10 weeks to 2 weeks · Assembly throughput tripled from 4 to 12 units/day
Operating SystemUSA
Designing and Launching a Production System at Scale
$3.977M savings in year one · Cost/lb reduced 3.9% · 45 kaizens completed · ~15pt efficiency gain
Situation
A $700M food & beverage manufacturer with 800 employees and 3-shift operations had CI activity but no CI system. Events were untargeted, analytics capability was weak, and improvement was siloed to the CI team with no cross-functional ownership.
Approach
Designed a 7-pillar TPM/Lean-based production system from scratch · Built governance with pillar committees at every level · Implemented Strategy Deployment with annual master plan · Overhauled Daily Management System · Targeted Focused Improvement linked to strategy · Built analytical capability across the organization
Results
$3.977M in total savings in the first full year · Cost per pound reduced 3.9% · 45 kaizen events completed · ~15 point efficiency improvement · Safety TRIR well below industry benchmark · Improvement became an organization-wide discipline
TransformationOperating SystemGlobal
Building S&OP and S&OE Across a Complex Global Supply Chain
Inventory −57% · OTD 40%→98% · Lead time 10wk→1wk · 3-way demand reconciliation implemented
Situation
A $100M global electronics manufacturer was running its entire planning process through one person with no S&OP, no forecast accuracy tracking, and no cross-functional visibility — across 3 manufacturing facilities (US, Germany, China), 2 EMS partners, and 2 distribution centers (US, Netherlands).
Approach
Designed full S&OP cycle from scratch · Built 3-way demand forecast reconciliation (statistical, sales enrichment, budget) · Designed procurement and build plans from demand signal · Implemented S&OE: weekly plan attainment, forecast adjustments, shortage management · Aligned all manufacturing and distribution nodes under one planning architecture
Results
Inventory reduced 57% over two years while service level improved · OTD improved from 40% to 98% · Lead time reduced from 10 weeks to 1 week · Planning transformed from a one-person estimation exercise to a cross-functional data-driven process
TransformationUSA · China · Malaysia
Tariff Engineering: Protecting Margins Through Supply Chain Restructuring
~$2.7M annualized tariff avoidance · 17.6% cost reduction · 86% of output transitioned · Full trade compliance
Situation
A $100M global electronics manufacturer had over 60% of US-bound product originating from Shanghai when China tariffs surged past 140%, creating immediate and severe margin impact.
Approach
Originated Malaysia hybrid manufacturing concept · Engaged trade compliance lawyers and secured Reasonable Care memos · Evaluated and selected contract manufacturer in Malaysia · Managed full transition: fixtures, pilot builds, training, production ramp · Build compensators in Shanghai, complete final assembly in Malaysia
Results
~$2.7M annualized tariff avoidance · 17.6% tariff cost reduction · 7 of 12 product lines qualified representing 86% of output · Full trade compliance maintained · Zero customer-facing supply disruption during transition
TurnaroundUSA
Unlocking Capacity in an Overcapacitated Plastics Operation
Cycle time −50% · Labor 7→5 · Real-time visibility established · Capacity constraint eliminated
Situation
A $200M industrial product manufacturer faced a capacity crisis in one of the workcenters within its plastics operations. Large orders were creating backlogs and delivery delays — operators were throttling conveyor speed to compensate for physically demanding, poorly designed tasks.
Approach
Diagnosed operation thoroughly · Implemented Daily Management System (tiered accountability, visual control, leadership discipline) · Implemented real-time hourly performance tracking · Redesigned production method and optimized ergonomics · Overhauled equipment reliability · Optimized labor deployment
Results
Cycle time reduced by more than 50% · Labor reduced from 7 to 5 people · Capacity constraint eliminated without capital investment · Equipment reliability materially improved
TurnaroundOperating SystemUSA
Solving a Safety Culture Problem, Not a Safety Compliance Problem
OSHA recordables: 15 → 4 (goal was 11) · 73% reduction · Culture shift: compliance → genuine engagement
Situation
A $200M industrial product manufacturer's sheet metal fabrication operation had 15 OSHA recordables in the prior year — among the worst in the corporation — despite being the most safety-compliant business in the portfolio. Leadership preached safety but was not directly engaging with the workforce.
Approach
Reframed the problem as a culture issue, not compliance · Developed Safe Work Procedure videos with and for the workforce · Built employee ownership through direct participation · Embedded procedures in daily operations and new hire onboarding · Shifted leadership from broadcasting to floor engagement
Results
OSHA recordables dropped from 15 to 4 — a 73% reduction against a 25% target · Achieved through culture change, not compliance pressure · Facility went from worst safety performer to model for employee engagement · Improvement structural and sustainable
TurnaroundItaly
Restoring Cost Competitiveness at a European Specialty Manufacturer
Productivity +50% vs. 30% goal · $1M+ annual savings · Beat target by 6 months · Won back lost bids
Situation
A $40M Italian manufacturer of power generation equipment was losing bids due to an uncompetitive cost structure. 44 shop floor employees operating without work standards, Daily Management discipline, or systematic improvement.
Approach
Created work standards from scratch (time & method studies) · Implemented Daily Management System · Optimized facility layout · Ran targeted Kaizen events area by area · Overhauled shop floor control · Implemented cross-functional execution planning
Results
Productivity improved by more than 50% — beating the 30% target by nearly 200% and 6 months ahead of schedule · Annual savings exceeded $1M · Business regained commercial competitiveness even through an oil & gas market downturn
TurnaroundChina
Eliminating a $1M Capital Investment Through Operational Improvement
$1M CapEx avoided · Cutting/Forming 73%→89% in 6wks · Spray Enamel 62%→88% in 12wks · $8M revenue unlocked
Situation
A $35M Chinese manufacturer of power generation equipment was over-capacitated with a $1M CapEx under serious consideration. The capacity constraint turned out to be a productivity and utilization problem in disguise.
Approach
Conducted time and method studies across all operations · Implemented Daily Management System · Improved capacity visibility · Integrated standards into automated quotation system · Drove area-by-area productivity improvement
Results
$1M CapEx avoided entirely · Cutting/Forming 73%→89% in 6 weeks · Spray Enamel 62%→88% in 12 weeks · $8M additional annual revenue unlocked · $2M annual gross margin improvement
TurnaroundSouth Africa
Rescuing a Critical Infrastructure Project Through Industrial Engineering and Lean Deployment
Productivity 16%→76% · $5M savings in 6 months · $65M+ cost avoidance · 7× improvement in connectors
Situation
One of five shops in a heavy industrial facility in Nigel, South Africa was severely underperforming on a contract to supply power generation equipment for two of the biggest coal-fired power plants in the world. Years after start-up: low productivity, high rework, no IE structure, no accountability.
Approach
Built IE function from scratch (5 local + 2 expat engineers) · Conducted comprehensive time & method studies · Created process engineering structure and clocking system · Implemented Daily Management System · Redefined line management roles · Drove focused productivity improvement area by area
Results
Productivity improved from 16% to 76% · 7× improvement in connectors area without defect increase · Cost savings exceeded $5M in first 6 months · Cost avoidance exceeded $65M over project lifetime · Culture of engagement and accountability established across the shop
TransformationUSA · China
Turning a High-Risk Supplier into a High-Performance Partner
CoPQ: 7.4%→1.3% of spend ($74K→<$15K) · PPV 0.02% favorable during COVID · Lead time 4–6wk→2–3wk
Situation
A key machined components supplier for a life science equipment manufacturer had high CoPQ with no accountability, no recovery process, and no improvement mechanism — during COVID, when supply chains were under maximum stress.
Approach
Pursued defect recovery systematically · Required pre-shipment dimensional checks · Mandated CMM on critical dimensions · Established monthly business reviews · Launched joint cost reduction program with engineering
Results
CoPQ reduced from 7.4% to 1.3% of spend (over $74K→under $15K, even as spend grew) · PPV 0.02% favorable during COVID · Lead time reduced from 4–6 weeks to 2–3 weeks · Supplier transformed from quality risk to structured partner
Practitioner Toolkit

Depth Across Every Function

Strategy Strategic Planning · Hoshin Kanri / Policy Deployment · Operating Model Design · Organizational Design · Business Case Development
Commercial & Product Voice of Customer · Customer Segmentation · Product Segmentation · Pricing Strategy · Channel Strategy · VA/VE
Business Systems ERP · Business Intelligence · Lean Management · Performance Management / KPIs
Lean & Operations Value Stream Mapping · Kaizen · Daily Management · Standard Work · Visual Management · Level Loading · Cellular Manufacturing · Setup Reduction · Kanban · TPM · OEE · 5S · Poka Yoke · 7 Waste · A3 / Problem Solving · Rapid Plant Analysis
Quality Six Sigma / DMAIC · Statistical Process Control · FMEA · Control Plan · Measurement Systems Analysis · QMS · CAPA
Supply Chain S&OP / IBP · S&OE · Strategic Sourcing · Category Management · SRM · Contracts Management · Materials Management · Logistics Management · Working Capital Management · Global Trade Management · Procure-to-Pay
Contact

Let's Talk

Email contact [at] rahardja.net
Available Executive Roles  ·  Management Consulting  ·  Fractional Operations Leadership