The story
I started on the floor at O-I Brisbane in 2005. Machine Operator, then Job Change Crew, then Shift Manager, then Forming & Forehearth Specialist. Every position. Every shift. Every job change. The first years on the hot end were the most important of my career — long before I had any authority, I had to understand the rhythm of an IS machine, the smell of a forehearth out of spec, and the way an experienced operator can hear a problem before any KPI catches it.
Fifteen years at O-I Glass took me through Brisbane, Melbourne, Vietnam and Malaysia — Flexible Manufacturing Unit Manager, SMED SME, Continuous Improvement Manager APAC, Information Systems & Business Analyst APAC, then Plant Manager. The work I did running job change in Brisbane in 2015–2016 won O-I's Most Improved Job Change by Plant — Globally award for 2016 (plus Q1 and Q3). That methodology is the foundation of the Lean Glass Job Change Tool.
In 2019 I left O-I to help build something new. Arglass Yamamura — a $220M USD US-Japan joint venture in Valdosta, Georgia, the first new container glass plant built in the United States in 16 years. I was Senior Plant Engineer through construction, then Head of Operations through commissioning and ramp-up, then VP of Operations once the plant hit steady-state. Empty paddock to running plant. Hiring the local team. Designing the SOPs. Making sure the plant ran the way it was supposed to.
Lean Glass was conceived watching a job change burn another shift of pack rate — knowing that every plant in the network was making the same mistake at the same moment with no shared learning. Paper checklists. Tribal knowledge. A vendor sales deck. None of it was working. I founded Lean Glass to be the consultancy I wished existed when I was on the floor at 3 a.m. Independent. Vendor-neutral. No equipment to sell. No commissions. Just findings, methodology, and a system that runs without us.
The work demonstrated through Lean Glass is what led Xpar Vision to bring me on as their Global Consultant in 2022 — supporting their customers worldwide on hot-end intelligence systems. I currently also lead Global OpEx & Analytics for Baxter International (Fortune 500 pharmaceutical), bringing the same standards across industries.
Why vendor-neutral matters
Most container glass consultancies have equipment to sell — directly or through an OEM relationship. That structural conflict shapes their findings whether they intend it or not. I saw it from the inside as a global consultant for a hot-end intelligence vendor. Lean Glass is independent by design and discloses any prior commercial relationship up front. The product is the audit. Not the lead-gen for a vendor.
The Job Change Tool — origin
The Job Change Tool exists because changeovers are the single biggest source of controllable hot-end downtime and rejects, and every plant I have ever worked at relied on paper checklists and tribal knowledge to manage them. The Tool replaces that with one system: SKU Library, Live Execution, KPI Tracking. It is built directly on the O-I 2016 Most Improved Job Change Plant — Globally methodology, refined across the Arglass Yamamura greenfield commissioning, and validated globally through Xpar Vision consulting engagements.