Operational Excellence | Improvement & Advisory
I work with operational leaders and teams to understand what's limiting performance, make better-informed decisions and implement practical improvements that last.
Organisations I've worked with and alongside
The situation
Most operational leaders I speak with aren't short of effort or ideas. They're short of a clear, shared view of what is actually limiting performance.
Sometimes the answer is better flow, clearer standards or a steadier daily routine. Sometimes the operation genuinely needs more people or equipment. My job is to establish the facts with you, so the decision you make is the right one, and then to make the change work in practice.
Ways to work together
The work is scoped around your situation, not a standard package. Some clients start with advice and move into a project. Others bring me in for a few days a month to lead improvement alongside their team.
Operational Advisory
Independent assessments, operational diagnostics, capacity analysis, decision support and improvement prioritisation.
When it fitsYou're facing a significant decision about capacity, investment, resourcing or priorities, and you want an evidence-based read first.
Operational AdvisoryOperational Improvement Projects
Practical improvement initiatives delivered with your leaders and teams: clear priorities, implementation on the floor, and performance measured against a baseline.
When it fitsYou know where performance is being lost, or we've found it together, and you need it fixed and held.
Improvement ProjectsFractional Operational Excellence Leadership
Embedded Operational Excellence leadership for a few days per week or month: driving improvement priorities, coaching leaders and building internal capability.
When it fitsYou need senior improvement leadership without a full-time hire. Your managers keep running the operation; I lead the improvement work around it.
Fractional OpEx LeadershipHow I work
Three things I hold together on every piece of work. They aren't steps in a sequence. Each one keeps the other two honest.
I get close to the work, make the system visible, and stay until the improvement holds.
I start with the people closest to the work. They usually know where it breaks down. They're rarely asked in a way that leads anywhere.
What I hear gets tested against observation, operational data and engineering analysis. Opinions become evidence, or they get set aside.
Changes are implemented with the team, measured against a baseline and built into routines your leaders own, so the capability stays when I step back.
Results in practice
Three documented examples from different environments. Client names are withheld; the numbers are as measured at the time.
About Charlotte
I trained as an industrial engineer in France and started my career at Thales Microelectronics there in 2007. Thales then transferred me to Australia, where I worked on the production floor, introducing new products into production and training operators. Since then I've led improvement and operational excellence work in defence, pharmaceuticals, electronics, energy, mining equipment, logistics and media, in Australia and the United States.
What I've learned is that results last when the people doing the work shape the change, when decisions rest on evidence, and when leaders have the routines and skills to keep improving after I step back.
Start with a conversation
Bring a challenge, a decision you're weighing or an improvement priority. You don't need a project brief. In 30 minutes we'll work out what's going on and whether I'm the right person to work on it with you.
Free, no obligation. You choose a time in Google Calendar.
Tell me a little about your operation and I'll reply by email.