Margin pressure without clarity
EBITDA is below plan, yet leadership cannot isolate leakage by customer, product, site, or process.
Industrial Value Creation & Operations Transformation
Make operations perform like the investment thesis.
PIMEC helps industrial leaders turn operational complexity into measurable EBITDA improvement, cash release, stronger delivery performance, and sustainable growth.
$105MP&L leadership experience
$120M+Transformation platform scale
$10M+Validated savings delivered
8 pointsEBITDA margin improvement
32% → 89%On-time delivery improvement
The operating challenge
When the problem is bigger than one department.
PIMEC works at the intersection of commercial priorities, operations, supply chain, engineering, quality, finance, and frontline execution.
Backlog becomes the system
Expediting, overtime, and reactive decisions replace credible demand, capacity, material, and labor planning.
Improvement without realization
Lean activity is visible, but ownership, financial validation, closure discipline, and management cadence are weak.
Transformation without a roadmap
An acquisition, integration, footprint move, or transition lacks executable operating discipline.
Operating data cannot be trusted
ERP workarounds, routing errors, inventory inaccuracies, and unclear KPI ownership undermine decisions.
Pressure demands action
Leaders need an independent fact base and accountable execution—not another generic initiative.
The PIMEC promise
Value identified. Execution mobilized. Results governed.
The work begins with facts, connects operating actions to financial outcomes, and builds the client capability required to sustain progress.
01 / Identify
Establish the truth.
Quantify the value pool, separate symptoms from root causes, and create a finance-aligned fact base.
02 / Mobilize
Focus the effort.
Move leadership and resources toward the workstreams with the greatest economic and operational impact.
03 / Govern
Make results hold.
Install ownership, routines, benefit validation, escalation discipline, and a sustainment plan.
Services
Engagements designed to create measurable traction.
PIMEC scopes work around outcomes, sponsor access, urgency, and value—not generic workshops or staff augmentation.
Entry engagement · 2–3 weeks
Executive Value Diagnostic
A rapid independent assessment of value leakage, operating constraints, and priority opportunities, with a quantified value map and 12-month roadmap.
Flagship engagement · 12–16 weeks
Value Creation Sprint
Launch high-impact workstreams, reset daily execution, establish a benefits ledger, and create executive governance.
Recovery engagement · 8–20 weeks
Operations Recovery
Stabilize backlog, delivery, capacity, labor, material, quality, and operating control through a focused 13-week recovery plan.
Ongoing advisory · 6–12 months
Transformation Office
Maintain executive focus with weekly governance, finance-linked benefit validation, barrier removal, and board-ready reporting.
Selected operating outcomes
Experience built inside the operating system.
PIMEC is grounded in direct industrial leadership across growth, EBITDA, delivery, flow, labor productivity, quality, and multi-site transformation.
~$38MEBITDA sustained
30 → 120Units of daily throughput
$18.5M → <$1MBacklog reduction
79%Scrap reduction
33%Labor cost per unit reduction
56%Overtime reduction
53.7%Supplier nonconformance reduction
$87M → $121MRevenue growth experience
The PIMEC method
From operating truth to financial results.
A clear operating rhythm connects executive decisions, frontline action, and financial value through capability transfer.
Align
Clarify mandate, baseline, decision rights, sponsor, and governance.
Quantify
Identify value leakage, constraints, and financial logic.
Choose
Select workstreams with impact and feasibility.
Mobilize
Run focused actions, routines, and countermeasures.
Validate
Track benefits, remove barriers, and sustain accountability.
Sustain
Equip internal owners with standard work and audits.
Replace this space with an executive portrait of Ian Waite before launch.
Founder & Managing Principal
Led by an operator, not a slide deck.
Ian Waite founded PIMEC to help industrial leaders solve performance problems with the rigor demanded inside complex operating environments.
PIMEC combines executive-level financial judgment with shop-floor execution experience across P&L leadership, enterprise transformation, Lean, 80/20 deployment, quality recovery, ERP discipline, capital implementation, supply chain, and multi-site operations.
Confidential discussion
Start with the business problem.
If your organization is facing margin pressure, delivery failure, backlog, complexity, integration, or stalled execution, PIMEC can help establish a fact base and define the next practical step.
Email PIMEC →Emailinfo@pimecineng.com
Based inOklahoma City, Oklahoma
Best fitCEOs, COOs, CFOs, business-unit leaders, and private-equity operating partners
Engagement approachPrincipal-led, outcome-based, and designed for capability transfer