Epilogue
As the new VP of Operations, I’d been given pretty broad powers. The only expectation placed on me was that we grow a mere 3% per year after taxes.
I met with the chief financial officer (CFO), Jake Simons, and got a breakdown of plants by revenue and profitability. I liked Jake immediately. He was a bit like Gus, gruff exterior, but knew his job inside and out. Moreover, Jake exhibited a real willingness to help.
Within a few days, I’d gotten a two-year breakdown of the metrics: revenue and profitability. I picked the worst plants and ...
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