Guy has worked with numerous PE firms in order to enhance deal success at all stages of the ownership cycle from due diligence to preparation for sale. Guy was a founding member of Lean Enterprise Institute, and was integral in developing the program for the annual Lean SummitSM. He worked closely with Jim Womack in developing and managing research projects, educational materials, seminars, and building a network of lean thinking leaders in industry. Guy worked closely with Mike Rother and John Shook to produce Learning to See, a powerful tool used to guide cohesive lean transformation activities. Guy Continues to be an active advisor to LEI. Prior to joining the Lean Enterprise Institute, Guy was president of Merlin Metalworks. Merlin is a small high-end titanium bicycle frame builder that Guy purchased and transformed from a batch and queue operation to single piece flow. Jim Womack was an investor and active board member. Before his introduction to lean thinking, guy was VP Corporate Development for the CML Group, a holding company consisting of Nordic Track, Nature Company, Boston Whaler and several others. He has also worked for Bain & Company in consulting, and for a venture capital funded start-up in the furniture industry. Guy received a BA in Economics and Computer Science from Connecticut College. He received an MBA from Harvard University, with a focus on manufacturing strategy and technology implementation. Guy has been a guest lecturer at Babson College, Harvard Business School, and MIT.

Tom’s 30+ years of manufacturing experience began with Fortune 100 electronics firms. As a Plant Manager, Supply Chain Manager, Director of Engineering and Lean Consultant, Tom has had the opportunity “to see” many factories in a variety of industries. His experience and clientele include electronic assembly and fabrication, composites, metal fabrication, aircraft manufacturing and many business processes. Tom’s background includes process flow, job shop manufacturing, set-up reduction, reducing engineering development time to market and business process re-engineering. Broadly capable, his training ranges from conducting shop floor kaizen’s to updating the Board of Directors; this provides him with the vision needed to establish a rapport teaching the shop floor worker or the executive manager.