Since 1960, Brooks International has specialized in delivering the design, acceleration and execution of our clients’ strategic imperatives that instill a culture of continuous improvement and achieve the required financial objectives. Because each client is unique, Brooks International works diligently to understand the people, processes, measurements and organizational culture in place. Applying more than a half-century of management leadership with precise and thorough in-depth analysis and comprehensive implementation, we create custom-tailored transformations – with measurable and sustainable step-change results.


Our mission is to deliver significantly enhanced profits and predictable business performance to our CEO clients.

We do so by creating and delivering Execution Excellence, linking financial and operational models, while dramatically enhancing all execution methods, competencies and capabilities. We deliver substantial and sustainable organizational, operational and financial improvements … specializing in execution performance capability … working across all industries. Insight. Execution. Results.


To be the sustaining partner of choice in all client relationships

Core Values

  • Integrity above all
  • Client-centric
  • All commitments achieved sustainably
  • Business results required
  • Respected, engaged and fulfilled employees


Brooks International has always leaned upon our principles to guide us. As clients can attest, these principles resonate deeply and help us in steering transformation initiatives for our clients. As we continue to move forward in the 21st century, our principles keep us tethered to traditional business values.


Both must be clearly communicated and understood, company-wide.


Incentives and recognition are tied to performance and behavior.


Managers proactively address and foster performance success.


Sustainable, systematic improvement is the goal at every level.

Our principles provide a roadmap for all endeavors. They influence our search for meaningful insights, our approach to transformational processes and the results of our work.


Brooks International was founded in 1960, in New Jersey, by two GE engineers with a wealth of business process experience. The early focus was on implementation initiatives, and that continues to differentiate us in the marketplace today. Before the end of the ’60s, the first international assignment led to a European office, and Brooks International was born.

During the 1980s, our European presence expanded to three offices and a new management group purchased Brooks International from the founder. In the 1990s, our company developed an integrated approach that balances process with organizational culture and behavioral change. Our current leadership bought the company back from the management group and led Brooks International into the new millennium.

Today, our Tactical Planning Methodology refines the Brooks International process including an in-depth assessment, complete implementation and execution of our executive clients’ strategic imperatives. Corresponding with our growth in a new world economy, Brooks International maintains five locations in the United States, Europe, Canada and Asia.

Delivering Sustainable Value

Since our inception in 1960, Brooks International has specialized in helping corporate executives at industry-leading organizations in diverse industries around the world design and implement their strategic imperatives and instill a culture of continuous performance improvement.

We partner with our clients and are committed to their missions of achieving their strategic imperatives and reaching their desired future state together. We deliver tangible, sustainable, measurable value, including improved earnings, customer/market satisfaction, increased market share and improved bottom-line financial returns. Brooks International professionals are problem-solvers. Our employees are committed to ensuring exceptional quality in every detail. Our services and methods specifically address people, processes and technology utilization issues faced by most organizations.

Execution is a vital part of every initiative and our day-to-day operations. Simply stated, we deliver Execution Excellence. Our clients enthusiastically recommend Brooks International for that reason.

At the end of the day, we make a promise and keep it.

Lui Damasceno
CEO, Brooks International

7 Core Attributes

Brooks International’s seven core attributes set us apart and make us unique in the marketplace:

  1. We are value-driven. We’re highly mission- and action-biased, linking business outcomes to operational tactics with the implementation of transformational step changes.
  2. We start with the answer (i.e., the executive’s strategic imperative) and certify true performance potential and specific areas that will produce improved performance; then generate a specific tactical plan of execution and deliver the required outcome.
  3. We focus on delivering real measurable value, such as profitability, earnings, revenue and cash, with reconciliation of our benefits directly to the financial statement. Our impact will accrue within weeks and months versus months and years.
  4. Our comprehensive E-C-M (Expectations – Capabilities – Motivators) methodology blends behavioral and tactical considerations, which accelerate and sustain our clients’ targeted results.
  5. We are privately held and client-centric.
  6. Our employees are hand-picked, Brooks-certified, professional leaders. They specialize in the implementation of organizational and operational upgrades and results delivery.
  7. We are supported by a blue-chip International Advisory Board that supports shaping our industry perspectives and client-solution architecture.

Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success and the cause of most of the disappointments that are mistakenly attributed to other causes. — Larry Bossidy, retired CEO and Author


To provide a level of insight and leadership appropriate for Fortune 500 chief executives, Brooks International employs our own team of outstanding leaders. Each member of our leadership team owns an extraordinary array of resources, experiences and educational prowess. Working in collaboration with one another, it’s hard to imagine a business challenge capable of exceeding Brooks International’s capacity.

Lui Damasceno
Chief Executive Officer
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Leadership Team

Kevin Belovsky
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M. David Dealy
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Paul Deering
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Richard Dowden
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Alan Fleury
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Christopher Glaum
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Derrick Gordon
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Peter Harker
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Jason Hope
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Susan Schran Houghton
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Tom Lonergan
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John Straatman
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Lui Damasceno
Chief Executive Officer

Lui Damasceno is the Chief Executive Officer of Brooks International. He has held that title since 1999. Mr. Damasceno began his career with the firm in 1984, and was both hired and mentored by Robert Lull, an ex-GE executive, who founded the firm in 1960. Mr. Damasceno started as an apprentice consultant, and over the span of his career, he has demonstrated uncommon and superior success at all key functions of the firm. Today’s primary areas of client oversight include engagement architecture and results delivery, business-wide analytics and new account development.

In the 1990s, Brooks International was acquired and owned by Navigant Consulting, a $250 million publically traded consultancy, during which time Mr. Damasceno was immediately promoted to run Navigant’s Value Delivery Practice. In 1999, Mr. Damasceno led a successful effort to once again privatize the Brooks organization. In the running of today’s practice, he personally oversees each and every commitment made to the firm’s clients.

Beyond his more than 30 years of management consulting and business leadership experience, Mr. Damasceno’s specific consulting areas of expertise include supply chain, inventory management and logistics, sales force effectiveness, green-field launch and overall asset utilization and profitability performance. He is highly skilled in both the analytical and implementation aspects of the consulting field. He possesses a long-standing track record of success with clients in both North America and Europe.

Throughout his career, Mr. Damasceno has led engagements that have generated dramatic improvements across many industries, including: pharmaceutical, chemical, transportation, energy, heavy and light manufacturing, aerospace, financial services and insurance, healthcare and distribution, to name a few.

Mr. Damasceno has designed and implemented numerous engagements that have required advanced change-management expertise coupled with deep tactical knowledge of the clients’ operations. Many of the more complex initiatives were characterized as post-merger/acquisition efforts and every case required significant enhancement in business performance. All engagements have included major behavioral shifts culminating in greatly enhanced client cultures, as well as dramatic improvements in bottom-line profit performance.

Mr. Damasceno resides in beautiful South Florida with his wife and six children. He enjoys spending time with his family and his hobbies are boating, golfing and reading.

Kevin Belovsky
Director of Assessment Quality

Kevin Belovsky is a highly experienced managing analyst and the Director of Assessment Quality with Brooks International. Mr. Belovsky has worked with some of the largest organizations in the world in the transportation, food and beverage, banking, insurance, retailing, healthcare, telecommunications, energy and manufacturing industries over the past 27 years as a consultant and analyst. His experience includes large-scale program management, asset management and utilization optimization, green field and brown field analysis and development, analysis of strategic logistics, supply chain and vertical integration, sales/revenue enhancement, customer service and quality improvement, M&A integration, performance improvement and business process design. Prior to Brooks International, Mr. Belovsky had more than eight years of experience in the automotive industry. His managerial responsibilities included operations, marketing, finance and personnel.

Representative examples of Mr. Belovsky’s experience and accomplishments:

  • Major International Brewery – Developed and implemented a streamlined and more efficient export operations process, including guidelines and escalation protocols to synchronize export logistics with port of entry legal and regulatory requirements to minimize import processing times;
  • Large Regional U.S. Food Wholesaler – Redesigned warehousing, stocking and distribution operations to reduce costs and significantly improve on-time delivery of shipments to customers;
  • Major Class I Railroad – Designed and implemented an asset utilization program, which optimized power planning, terminal operations and customer on-time performance through improved planning horizons and terminal execution procedures, decision-making and escalation processes;
  • Leading U.S. Telecommunications Company – Managed projects to improve service, quality and productivity; Implemented new front-line managerial processes and tools that positioned the organization for development of technician cross-selling and up-selling of added features. This resulted in improved key performance indicators including improved service response time, increased wire-line infrastructure maintenance and lowered cost per fault repair;
  • Large U.K. Electricity Servicing Organization – Oversaw the development and implementation of new front-line managerial tools and habits for field service operations, which maintained power for London and Eastern England. The program increased crew utilization and reduced outsourcing/contracting costs through the redeployment of excess internal capacity. Results included a 40 percent reduction in labor costs, while reducing customer complaints by 50 percent;
  • Large, Regional Healthcare System – Identified and quantified critical areas limiting patient care and increasing cost of care; Established teams of physicians, clinical and non-clinical staff to map existing patient care processes, policies and procedures; Implemented new clinical pathways and patient-care procedures to improve quality of care and reduce cost of care; Realigned staffing schedules and levels to meet patient-care requirements; Reduced Operating Room labor and material costs; Reduced professional nursing staff costs by 24 percent.

Mr. Belovsky holds a B.S. from Marquette University, with degrees in Marketing and Management of Human Resources. He is also a graduate of the General Motors School of Management.

M. David Dealy
Managing Partner

Dave Dealy is a Managing Partner at Brooks International. Mr. Dealy joined Brooks in 2009 after a 31-year career in the rail industry, working at Santa Fe, Union Pacific and BNSF, as well as consulting for Ferromex, the Watco Companies and Canadian Pacific Railway.

Mr. Dealy’s representative clients include: Arizona Power, Associated Electric, Belt Railway of Chicago, Conrail, CSX Railroad, DCP Midstream, DistributionNOW, EthosEnergy, Florida East Coast Railroad, GulfMark Offshore, Jack Cooper Transport, NS Railway, Patriot Coal, Union Pacific and US Xpress.

At BNSF Railway, Mr. Dealy was responsible for the day-to-day operations of the company’s 34,000-mile network in 28 U.S. states and two Canadian provinces. He managed 21,000 of the company’s 41,000 total employees and was responsible for $5.2 billion in annual expenses out of the total expense budget of $8.8 billion, including 225,000 railcars and 5,200 locomotives, with a network that managed more than 1,500 trains moving at any given time.

Over his eight years with the company, BNSF’s volume grew at a combined annual growth rate of 48%. At the time, BNSF represented 40% of the industry’s total growth. No other Class I carrier has ever taken on this magnitude of volume without sacrificing service to the customer and increased operating expense. During his tenure, BNSF had the highest train speed, the second lowest terminal dwell time and the highest locomotive and employee efficiency rates in the industry.

Mr. Dealy was responsible for the design and implementation of several key initiatives including: a System for Management, a clearly delineated management system cascading roles and responsibilities to all layers of the management team as well as having an accountability overlay to prevent sub-optimization, which is normally prevalent in most accountability systems; Volume-Based Expense Management (VXM), a variable expense management system that keyed on value-added for each unit of volume handled by Location, Division and Region; Velocity and Volume (V-Square), a clearly defined planning process for network and terminal operations focused on handling more volume and improving velocity at the same time; and Work-Life Balance, a program to identify work load of BNSF’s 1,200 front-line managers, many of whom had 24/7 responsibilities. In this project, the normal work week was reduced from 75-plus hours to no more than 60 hours. In the Safety category, the number of injuries were cut in half while employment numbers increased by 10%. Mr. Dealy was selected as the industry spokesman to testify before Congress regarding train accidents caused by fatigue. Also during his tenure, the stock price of BNSF’s shares rose from $24 to $96.

Representative examples of Mr. Dealy’s experience and accomplishments:

  • Union Pacific, North America’s Premier Railroad Franchise, Covering 23 States in the Western Two-Thirds of the United States – Began his career as a management trainee and was General Superintendent of the Southern Region when he left the company to join Santa Fe as Vice President Transportation;
  • Ferromex, Mexico’s Largest Rail Carrier – Consulted on market strategy and centralized operations, which yielded cost savings of over $25 million annually and revenue growth of over $450 million.
  • Canadian Pacific Railway, a Historic Canadian Class I Rail Carrier Founded in 1881 – Worked on a project pertaining to market penetration, allowing for a successful acquisition of an $800 million network extension;
  • Watco – Worked on a variety of projects for the company CEO, Rick Webb, regarding marketing and operations; One short engagement on pricing strategy yielded an increase in margin of 4% of revenue for their largest operation.

Mr. Dealy holds a B.A. from Central Methodist University and completed the PMD at Harvard Graduate School of Business. He has written and published three books, Defining the Really Great Boss, Change or Die – Transforming your Organization from Within and Managing by Accountability. He has served as a national board member of the Alzheimer’s Association, the Boy Scouts of America and the Dallas Symphony.

Paul Deering
Corporate Controller

Paul Deering is the Corporate Controller at Brooks International. Mr. Deering, a Certified Public Accountant in Florida, is a hands-on accounting, finance and administration professional. He has successful experience in leading finance departments and performing a wide range of accounting functions, including: fast, accurate financial closes; perpetual reconciliations of cash, assets and liabilities; strict control of assets; accurate federal and state tax returns; tight compliance with all government requirements; proactive and responsive management reporting; and consolidated budgeting.

Mr. Deering leads the Brooks International Finance team, implementing corporate strategic imperatives and continuous improvement programs in the accounting area. In addition, he has created and implemented cash-flow tools, process and procedures development and documentation, contract control and analysis, job costing/standard costing and budget process with line item responsibility. Mr. Deering’s industry experience includes: manufacturing, wholesale-retail distribution, e-commerce, high-tech software and IT service delivery, consumer products, Big4 accounting and healthcare.

Representative examples of Mr. Deering’s experience and accomplishments:

Contract Controller for Alternative Energy Firm – Provided controller and tax services on a contract basis;

Controller/CFO for Leading Manufacturer and Distributor of Business Products – Managed the finance and accounting functions; Ensured GAAP/Audit, IRS, federal and state compliance by establishing an effective control environment; Negotiated long-term borrowing and lines of credit; Converted merchant banking provider to save 20 percent in credit card purchasing expense; Converted to new employee health care plan with 33 percent immediate annual savings; Tightened cash controls producing 40 percent additional working capital within three months; Drove Days Sales Outstanding from 80 days to 30 days within six-month period; Put cost measures in Purchasing and T&E, helping to reduce company spend by 30 percent; Restructured department teams increasing revenue to headcount ratio by 30 percent;

Interim VP/CFO for U.S. Subsidiary of German Consumer Products Manufacturer – Guided accounting, finance and logistics internal structures to support 100 percent revenue growth; Established new cash flow forecasting tool for highly seasonal business (90 percent sales in five months); Helped negotiate third-party logistics contract saving $5 million over five years;

VP/CFO at U.S. Subsidiary of Dutch Apparel and Merchandise Company to the Entertainment Industry – Defined three markets to achieve 100 percent revenue growth; Helped company move from EBIT loss to positive P&L results; Tapped as Interim President for affiliate;

Controller/CFO for $850 Million Unit Within Renowned $16 Billion IT Consulting and Outsourcing Firm – Grew team from three to 53 accounting/finance professionals in Europe; Solved complex intra-country $6 million AR/AP setoff, avoiding tax preference treatments; Shaped controls to help business unit manage 20 percent growth in revenue and operating profits;

Owner/President of Start-up Computer Company – Developed and sold computer equipment, software and services to professionals and corporations;

Auditor and Tax Accountant for Big4 Accounting Firm – Provided public accounting and tax services;

Mr. Deering is a Chartered Global Management Accountant. He has a bachelor’s degree from the University of Massachusetts in Amherst, Mass., an M.B.A. from Northeastern University in Boston, Mass., and an M.A. in Accounting from Nova Southeastern University in Fort Lauderdale, Fla.

Richard Dowden
Executive Analyst

Richard Dowden is an Executive Analyst for Brooks International. A highly experienced senior executive, Richard is responsible for the process that identifies and develops the operational levers and financial benefits’ cases associated with increasing the earnings and profitability of our client organizations. He has more than 25 years in continuous improvement systems applications, coupled with a 10-year executive level operations background with P&L responsibility at a $120 million, Tier II automotive supplier. He has worked closely with international clients in various countries and industries including consumer goods, life sciences, financial services, oil & gas, pharma, private equity, insurance, military, education and various durable manufacturing venues.

Mr. Dowden has developed a successful “hands-on” approach to tackle business challenges and possesses a unique blend of operational, service and financial acumen. He has effectively and efficiently led more than 150 Lean-based engagements with benefits in excess of $800 million. He received Lean training at Honda of America, Shingajitsu, Kaizen Institute of America, Freudenberg-NOK and Toyota Motor Manufacturing. He also has worked on numerous engagements with private equity firms in due diligence, integration, consolidation, restructuring and interim management.

Mr. Dowden’s representative clients are: TPG Capital, Sun Capital, Ares Capital, Platinum Equity, American Industrial Partners, State Farm Insurance, TD Ameritrade, Adventist Health Systems, NHL Players Association, Lenovo, Shell Oil & Exploration, Schlumberger, Conoco Phillips, Exelon Corporation, Activis, Magna Corporation, Tenneco, Heinz, Bombardier, Kennametal, Parker Hannifin Corp. and Freudenberg-NOK to name a few.

Representative examples of his experience and accomplishments:

  • Largest U.S. Power Generator – Developed and conducted company-specific, enterprise wide deployment and training; Completed three waves of training; Provided coaching and mentoring of project leads; Achieved benefits of $4.8 million;
  • Fortune 500 U.S.-Based Commercial Insurance Provider – Conducted multi-site assessments to determine optimal process and identify best practices; Reduced claim wait time by 57% and increased throughput by 35%;
  • $1 Billion Pharmaceutical Compounder/Manufacturer – Reduced cycle time from 86 to 25 days (raw material release to finished goods release); Reduced supply chain FTEs; Reduced WIP inventory by 66%; Reduced gross inventory by 41%; Increased plant product availability from 84% to 99% and improved 48-hour customer service levels from 69% to 95%;
  • Global $2 Billion Publishing, Education and Media Company – Increased throughput without increasing resources; Reduced operating costs by implementing process improvements focused on inventory management, cycle-time reduction, purchasing and distribution; Delivered quantifiable benefits with numerous projects yielding benefits of more than $100,000 each; Streamlined processes to drive consistency and efficiency across the company; Provided training and mentoring to create a sustainable, continuous improvement culture.

Canadian-born and raised, Mr. Dowden is a permanent resident of the United States. He is a Six Sigma Black Belt and Lean Master.

Alan Fleury
Managing Partner

Alan Fleury is a Managing Partner at Brooks International. Mr. Fleury is a former chief executive officer with over 25 years of experience in leadership and achieving dynamic business growth for global corporations in multiple industries. He has worked with many C-level executives and has driven multi-million-dollar ROI for corporations by redefining, quantifying and modernizing the corporate approach at all levels.

Mr. Fleury founded a global management, consulting and business advisory firm to develop and execute high-impact initiatives to redefine, optimize and modernize operations, leadership and culture for corporations in multiple business sectors. Over a 10-year period, this management group attained $600 million in savings for clients worldwide and raised more than $3 billion for business acquisitions. Mr. Fleury brought that expertise with him to Brooks International and he continues to deliver sustained economic value to our clients.

Representative examples of Mr. Fleury’s experience and accomplishments:

  • Leading Global Oil/Gas Service Provider – Used cross-pollination of personnel into other departments, defined new processes, made company-wide IT changes and implemented refresher courses necessary to improve client’s company; Implementation resulted in a dramatic reduction in employee turnover, a clearer career ladder for succession planning and consistent management and assessment of performance;
  • Capital Projects Division of Major International Corporation – Observed and controlled more than $600 million in annual capital project spend and implemented an accountability-driven PERT/CPM project management system, used human intervention to make improvements to performance and commissioned a cross-functional process improvement team; Resulted in 25% reduction in facilities backlog, 18.9% reduction in contractor costs for same results and more than $100 million in annual benefits from the reduced capital spend;
  • Global Integrated Company with $60 billion in Market Capital –Standardized methodologies across the company by creating a SWOT Team; Created an overarching business model; Implemented multi-year tactical roll out of transformational change initiatives and aligned business units to corporate goals;
  • Leading Global Corporation Generating $3 Billion in Annual Revenue – Consolidated corporate offices; Revised office systems, goals and organizational structure; Revised HSE, HR and Finance processes; Implemented new Management Operating System; Restructured staff and new maintenance systems; Increased productivity from 55% to 78%; Improved rig availability through new maintenance program; Optimized spend via contractor management program; ROI of 3.4:1 within 12 months.

Mr. Fleury holds a Master’s of Business Administration from LSSU Michigan, and a Bachelor of Arts in Economics from Huron University at Western.

Christopher Glaum
Managing Partner in Europe

Christopher Glaum is a Managing Partner in Europe at Brooks International. Mr. Glaum is an accomplished executive who has held various management positions in the Automotive and Aerospace sectors prior to his entering the consulting industry nearly 20 years ago. Mr. Glaum has an outstanding track record across four continents of developing and executing complex business transformation initiatives focusing on working at the chief executive level to deliver their strategic imperatives in an accelerated time frame.

Mr. Glaum’s experience covers the complex business life cycle including multiple operational disciplines from product development, CapEx and project management, sales effectiveness, back office operations and customer service improvement to supply chain and logistics, S&OP, manufacturing effectiveness and distribution.

Representative examples of Mr. Glaum’s experience and accomplishments:

  • Management Consulting Group PLC (Alexander Proudfoot) in the U.K. – Developed and supervised delivery of multi-million-dollar profit improvement projects as Executive Vice President of Business Development to major DACH-based companies in Europe, South America and the Middle East across diverse sectors, including pharmaceutical, mining and minerals and automotive;
  • The Highland Group in the U.K. – Specialised in European market development as an Executive Vice President of Business Development; Acquired major clients in Germany, Austria, France and Scandinavia across the chemical, metals and private equity sectors in just over one year; Achieved revenue representing over 80 percent of non-mining business in Europe in his second year;
  • Institute of Management Resources in Germany – As Head of Sales for Germany, built a 50-person business in German-speaking Europe in 18 months;
  • Proudfoot Consulting in Europe and the Pacific Rim – Progressed from a Consultant to Unit President in seven years;
  • Dowty Rotol in the U.K. (Aerospace Manufacturing) – Held various senior supply chain, logistics and procurement roles;
  • Ford Motors of Europe – Held various European Business Management positions based in Germany.

Mr. Glaum has a bachelor’s degree in Commerce from the University of Liverpool and a diploma in German from Cologne University. He is an Accredited Business Analyst (ABA) in London, U.K., and a member of the Association of Certified Productivity Specialists (CPS) in New York, N.Y. Mr. Glaum is a native English speaker and speaks fluent German and is proficient in Spanish and French.

Derrick Gordon
Managing Partner

Derrick Gordon is a managing partner and business development executive with extensive international business consulting experience and a reputation for building and leading superior teams to accomplish aggressive business objectives for private equity and multi-billion-dollar organizations.

He has consulted for senior executives and corporations across Europe, Africa, Brazil, China, Singapore and North America on corporate turnarounds and business model transformations. Mr. Gordon’s areas of expertise include Engineering, Supply Chain Management, Manufacturing Operations, Revenue Enhancement and Post-Merger Integration.

He has consulted for a diverse group of industries over the past 18 years, including Consumer Goods, Aerospace, Automotive, Oil & Gas, Banking, Insurance and Private Equity. Mr. Gordon’s successes have aided him in securing performance improvement initiatives for several global brands, including Coca-Cola and Jack Daniels.

Representative examples of Mr. Gordon’s experience and accomplishments:

  • Fortune 500 I-Phone Parts Supplier – Led the design and implementation of an international Logistics Control Tower (LCT) in Singapore for a supplier that was experiencing severe pricing pressure. The LCT synchronized and coordinated logistical operations for the company’s manufacturing plants and suppliers across North America, Europe and Asia. Developed roles and responsibilities for the LCT; Rationalized and renegotiated procurement contracts; Consolidated warehouses and redesigned the global logistics network; Reduced annual logistics costs by 15%;
  • Construction Products Manufacturer – Led the development and implementation of a new go-to market strategy designed to enhance scale and revenue, as the company was struggling to grow sales in a flat U.S. economy; Converted the sales process from direct to customer to a nationwide distributor network; Conducted product rationalization, developed Distributor Sales Management Process and tools, as well as assessment and rationalization of existing sales force, redesigned compensation program, and delivered Sales Effectiveness training and coaching; Increased revenue by 15% in the first year following implementation;
  • Largest Automotive Aftermarket Collision Parts Distributor – Led the design and implementation of a Revenue Enhancement program for the distributor that desired to increase inside sales performance; Included an assessment of the inbound/outbound call centers, creation of a strategy to cross-sell and up-sell automotive retailers, developed problem-decision matrix to quickly resolve customer issues, developed and implemented sales skills training program and individual performance metrics; Increased revenue by 11%;
  • One of the Nation’s Oldest Private-Label Health and Beauty Care Companies – Led the execution of a margin improvement program for this company that was receiving pricing pressure from Walmart and other large customers; Addressed excessive waste, poor productivity and machine downtime; Developed front-line supervisor training and a system for managing to effectively plan and control shop floor operations; Improved margin from 15.9 to 19%;
  • Major U.S. Mortgage Lending Company – Led the design and implementation of a cost-reduction program for the organization, which was experiencing rapid volume growth but ballooning operating expenses, as it added processing and support staff; Utilized Office Lean principles to reduce bottlenecks, enhance workflow and productivity; Reduced the average cost per loan from $275 to $148.

Mr. Gordon holds a B.S. degree in Manufacturing Engineering and completed the Executive Education Program in Business Strategy at Cornell Graduate School of Business.

Peter Harker
Account Director

Peter Harker is an experienced, international corporate executive whose achievements span multiple industries and continents, as he has represented clients across Europe, the Middle East, China, North and South America, South Africa as well as Australia. He is a strategically minded director with a strong operational background who has managed complex transformational programs, identifying key drivers and aligning these to the corporate mission.

His experience covers industries such as Aerospace, Power Generation, Automotive, Chemical Process Plants, Banking & Insurance, Construction, Retail and Manufacturing.

Having been part owner and Managing Director of a multi-generational U.K.-based precision engineering company, Mr. Harker has first-hand experience in dealing with the complexities of meeting high customer demands and timelines, while meeting shareholder expectations. During his time as Managing Director, Mr. Harker built strategic partnerships with companies such as General Electric, Airbus and Cooper Cameron Corporation, which enabled the organization to adapt and meet tight schedules for new design launches, meet market demands and increase customer satisfaction. Described as a natural leader with strong coaching experience, Mr. Harker is capable of motivating and establishing a common sense of purpose across organizational boundaries in the pursuit of strategic goals and objectives that result in sustainable improved financial performance.

Representative examples of Mr. Harker’s experience and accomplishments:

  • Engineering Business/Manufacturer of Large Industrial Components in U.K., China and the U.S. –Worked in partnership with GE as their largest gas turbine casings supplier representing 60% of their annual order book to improve supply chain performance in parallel to increasing financial returns for the business through cost reduction initiatives supported by Six-Sigma tools and capabilities; Negotiated and led technology transfer program with Harbin Turbine Company, a Chinese state company, with GE’s direct sponsorship resulting in increased product margins and accelerated go-to-market strategies;
  • Mining Engagement in South Africa, Mozambique and Zambia – Led large transformational programs across multiple mines including organizational design and development, regionalization of shared services, SAP enablement programs, supply chain optimization and throughput improvement resulting in profitability gains worth several hundreds of millions;
  • Large Civil Engineering Projects in Middle East and South America – Increased productivity and asset utilization for large infrastructure projects including the construction of the largest dam in South America, the World Cup in Brazil, the Metro expansion program in Rio de Janeiro and large infrastructure projects across the Middle East by focusing on lean construction principles, installing predictable planning and scheduling tools, achieving critical construction milestones, meeting forecasted project margins and generating improved cash flow resulting from increased program attainment and the release of  critical stage payment;
  • Well-Established Banking Group in South Africa, Portugal and the U.K. – Led post-merger integration of strategic assets with improved organizational alignment, centralization of shared services through operational synergies as well as compliance of the risk functions and their ability to rapidly adapt and adopt to new banking regulations related to risk capital and BASEL III requirements;
  • R&D Programs across the Aerospace and Disruptive Technologies – Improved development programs resulting in accelerated go-to-market strategies, reduced investment requirements and increased predictability of design/feature releases achieving significant returns on investment by applying R&D prioritization matrices and agile principles.

Mr. Harker has a Bachelor’s degree in Business Administration from European University in Lisbon, Portugal, and a diploma from Durham University in Durham, U.K. He is a certified Lean Six Sigma Black Belt and is fluent in English, Portuguese and Spanish.

Jason Hope
Account Director

Jason Hope is an Account Director at Brooks International. Mr. Hope has more than 15 years of successful management and leadership experience with particular expertise in the transportation (Class I railroads), telecommunications, manufacturing and automotive industries. He has advised C-suite executives and led major initiatives for a variety of top-tier clients in numerous industries and in the public sector. He has developed significant expertise in leadership development, strategy, change management, operations management and performance improvement.

On a day-to-day basis, he partners with chief executives and executive management teams of industry-leading companies, steering them through the change management process, implementing significant, accelerated and sustainable improvements in operational effectiveness and helping them achieve their strategic imperatives. He provides holistic business insight, as well as expertise in helping clients replace habits, create solidified teams, and generate confidence and reliability in financial results. He leads his team in driving behavior change at all levels of the organization, producing outstanding top-line, bottom-line and cultural change results.

For Mr. Hope’s clients, he has delivered more than $50 million in benefits across diverse industries by implementing effective change management techniques that allowed for the successful implementation of industry-leading operating models. Prior to Brooks International, Mr. Hope was the President of CarPilot Inc., a subsidiary of Jack Cooper Holdings. While President, he led the development and implementation of all aspects of launching a new consumer product. He also served as a Vice President for Bank of America and as a Sergeant in the United States Marine Corps. As a Vice President, Mr. Hope led multiple operations to record results and led district-wide leadership training programs. As a Marine, Mr. Hope was directly accountable for the Marines under his charge and served as an accomplished leader for four years.

Representative examples of Mr. Hope’s experience and accomplishments:

  • Largest North American Finished Vehicle Carrier – Led the implementation of a national performance-improvement program in three key areas, Load Factor, Load Efficiency and Network Optimization, and moved the entire organization within 90 days; Improvements led to a reduction in the number of miles driven, which reduced costs and improved the company’s EBITDA; The engagement generated $33 million in annual benefits through better load planning, eliminating empty miles and optimizing their network utilization;
  • North America’s Largest Auto Collision Repair Operation – Led the design and implementation of shop organizational structure, roles and responsibilities, expert models, best practices, etc.; Implemented a shop capacity planning/call center schedule system and workload planning and leveling process; Developed and installed a system for managing to drive continuous improvement; Spawned a major culture change at the company and generated annualized EBITDA gains of $21 million (230% of the client’s goal);
  • Major U.S. Financial Institution – Designed and implemented a pilot program that developed relationships between financial advisors and retail branch associates; As a result, sales increased by 20% and resulted in a statewide rollout; Led and managed relationship-building activities resulting in $25 million in new funds within one year; Developed and led new household activities, growing acquisitions 240% vs. SPPY;

Mr. Hope has a Bachelor’s degree in Organizational Communication and Leadership from California State University, Chico. As a Sergeant in the U.S. Marine Corps, he received the Navy and Marine Corps Achievement Medal and numerous certificates of commendation and awards for his achievements.

Susan Schran Houghton
Director of Organizational Development

Susan Schran Houghton is the Director of Organizational Development at Brooks International. Ms. Houghton has more than 30 years of international experience in organizational development, training and adult education. She has worked on and contributed to the implementation of organizational change and productivity improvement programs across a wide variety of industrial, commercial and service enterprises, including: manufacturing, automotive, aerospace, food processing, food service, agricultural production, chemical production, refining, forest products, mining, logistics, supermarkets, healthcare, hospitality, banking, financial services and insurance.

She brings with her a proven track record in operational analysis, organizational and individual assessment, course/program development, training and coaching to ensure the application of learned concepts to the realities of the work environment. She is a skilled adult educator with a broad background in multiple modes of course delivery and assessment from online to traditional. Ms. Houghton also is recognized as an effective communicator, manager and key contributor to the implementation of organizational change that consistently leads to business success through transformational change and human resource development.

Representative examples of Ms. Houghton’s experience and accomplishments:

  • Developed relationships with key stakeholders to ensure sponsorship of and participation in programs that aligned the mission with strategy, structure and culture to address operational and organizational requirements effectively;
  • Conducted interpersonal communications from the executive suite to the front line;
  • Assessed and analyzed organizational and individual needs to determine group and individual development requirements that supported the project mission and objectives;
  • Designed, delivered and implemented behavioral training programs that ensured acquisition and application of specific skills and competencies, resulting in measurable organizational improvements and ensuring achievement of mission goals;
  • Directed training and educational programs from concept to implementation, while delivering measureable, sustainable improvement and accountability;
  • Overcame objections and secured commitment and action needed to implement sustainable change;
  • Created and implemented work-group level solutions to address productivity, quality and customer service issues;
  • Guided staff in applying concepts to workplace realities, resulting in improved on-the-job performance;

Ms. Houghton has an M.B.A. in Management & Organizations from the Fox School of Business at Temple University.

Tom Lonergan
Managing Partner

Thomas Lonergan is a Managing Partner at Brooks International. Mr. Lonergan joined Brooks following a successful career with Coopers & Lybrand and Meritus/IBM Consulting designing business transformations that created competitive advantage and enhanced shareholder value. Since joining Brooks International, he has worked with hundreds of CEOs in designing and executing strategic imperatives that significantly improve financial and operational performance. The cornerstone of Mr. Lonergan’s success is forging long-term relationships.

Representative examples of Mr. Lonergan’s experience and accomplishments:

  • A Multi-Billion-Dollar Tier-One Supplier in the Aerospace/Defense Industry – Increased operating income 40% by optimizing design-to-delivery processes;
  • A Billion-Dollar Tier-One Supplier of Highly Engineered Parts for Commercial and Military Aircraft – Implemented an integrated and transparent Product Development/Engineering/Manufacturing process that generated $200 million in profitable revenue and sustained 96% to 100% on-time deliveries;
  • A Multi-Billion-Dollar Packaging Company (owned by a Private Equity Group) – Optimized its footprint and P&L responsibility that improved EBITDA 25%;
  • A Multi-Billion Dollar Global Supplier of Plastic Components – Standardized expert process models worldwide, improved competitive position and enhanced shareholder value;

Prior to joining Brooks International, Mr. Lonergan’s career spanned two decades as a marketing/sales executive with General Foods Corporation, Burlington Industries, Springs Industries and International Playtex. He increased market share by creating strategic alliances with major retailers, expanded channels of distribution globally and created a continuous new product pipeline with top designers such as Bill Blass, Roger Baugh, Princess Grace Kelly, Guggenheim Museum and the Monet Collection.

Additional industry experience and accomplishments:

  • Textiles – Successfully launched pantyhose that revolutionized the women’s hosiery industry; His sales/marketing organizations sold to department and specialty stores worldwide;
  • Consumer Packaged Goods – Part of a team that launched line extensions of iconic brands, including Cool Whip, Orange Plus, Awake and Birds Eye 5 Minute Vegetables;
  • Textiles – Part of the leadership team that accelerated the value of International Playtex prior to its acquisition by Kohlberg, Kravis and Roberts in 1986.
John Straatman
Executive Analyst

John Straatman is an Executive Analyst at Brooks International. Mr. Straatman is a highly experienced lead analyst, assessing improvements to work processes, management practices and behaviors. He is adept at identifying the monetary value of the improvements and designing process improvements.

Mr. Straatman has worked in many industries worldwide, including food and beverage, chemicals, energy/utilities, heavy equipment manufacturing, apparel manufacturing, consumer goods, financial and insurance, in areas such as production, maintenance, purchasing, sales, new product development and administration. He is as much at ease on the work floor as in the board room.

Representative examples of Mr. Straatman’s experience and accomplishments:

  • Insurance Company in South Africa– Increased policy sales revenue by 35 percent;
  • Apparel Manufacturing Company in the United States – Turned organization back to profit;
  • Power Generation Company in the Netherlands – Reduced turbine overhaul time by 20%;
  • Automotive Component Manufacturing Company in Belgium – Increased plant throughput by 15%;
  • Automotive Component Manufacturing Company in France – Reduced production defects by 8%;
  • Coal Mining Company in Australia – Reduced heavy equipment down time by 12%;
  • Paper Mill in France – Increased plant throughput by 8%;
  • Food Processing Company in Italy – Increased line throughput by 25%;
  • Food Processing Company in Belgium – Increased line throughput from 42% to 70%;
  • Airline Caterer in Spain – Reduced production and delivery of non-billable food trays by 45%;

Mr. Straatman has a B.S. in Mechanical Engineering from Avans Hogeschool, ‘s-Hertogenbosch, The Netherlands, and an M.B.A. in General and Financial Management from Portland State University in Portland, Oregon.

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