Straight
Make the full investment. Keep the return.
- $2,750day fee
+ logistics
Travel and accommodation are extra and agreed in advance. They are billed weekly together with the day fees.
+ 15% GST
FlowAngels
For owner-led businesses
with $5m–$50m in annual revenue
Your business is ready to grow. Let’s get your operation there.
I step in as your interim GM.
Talk to Tim
What this is
Your whole operation.
My responsibility.
I step in as your interim GM, take responsibility for your whole operation and lead the changes with your team. We start improving delivery within weeks, building towards more revenue and profit. Then I hand over after three to six months.
When this makes sense
Growth ahead.
Or growing pains.
You can see the next opportunity.
More orders, customers or markets are within reach. The operation and its people need to be ready.
Growth is exposing the gaps.
Dates slip. Teams chase parts, information and each other. Overtime and rework rise.
Too much still comes back to you.
Every decision needs your attention. The day-to-day leaves little room to prepare for what comes next.
Podlife: six weeks to clear the backlog.
With the team, I clarified planning, information flow and who owned what. We cleared the backlog in my first six weeks.
Read the full story
What happens
Get the whole operation
working together.
Before we start, we agree the priorities, the days needed to fulfil the role, the decisions I own and the results we’ll track.
See what’s really happening.
Walk the operation with the people doing the work. Find what is holding delivery, quality or profit back.
Lead the decisions and the work.
I make the calls on customer commitments, capacity and cost, and lead the work across the business with your team.
Make progress visible.
We check completed work, quality and cost against the plan. Keep what helps. Adjust what doesn’t.
Meeting someone real
Tim Proot
I’ve spent more than 20 years running businesses and improving operations from the inside. On factory floors, in warehouses and in R&D labs, where decisions mattered and the work had to keep moving.
I step into difficult moments calmly. I get close to the work, make the calls that need making and take responsibility for what follows.
Your people know things I don’t. I work alongside them to understand what’s getting in the way, put changes into practice and see what works. Together, we build the momentum to deliver more.
What matters to me is what I leave behind: an operation ready to deliver on your ambition, and a team ready to carry it forward.
See my background on LinkedIn
Previous work
What could this look like in your business?
Choose the result that matters to you. These are stories from previous operating and improvement roles.
Deliver sooner3 stories
PodlifeSix weeks to clear the backlog. Delivery dates kept.
I joined Podlife as factory manager with orders waiting. With the team, I clarified planning, information flow and who owned what. We cleared the backlog in my first six weeks. Within my first six months, weekly output rose from three to a steady eight pods. Every pod was delivered on its planned delivery date throughout my time there.
BPThree months of complaints cleared in two weeks
I stepped into a customer-service coordination role with a three-month complaints backlog. I tightened communication between the plant, customer service, warehouse and distributor, and followed delivery problems through. The backlog was cleared in my first two weeks. We established an initial response within 24 hours and average completion within two days.
Procter & GambleFrom home kitchens to mini-warehouses
At P&G's Brussels Innovation Centre, the labs were set up like complex home kitchens. We reorganised and standardised the labs and materials, stock counts and automatic reordering. They became professional mini-warehouses. The service cycle went from covering four labs a week to all 14 in two working days.
Handle more demand3 stories
StabicraftOne more boat a day, consistently
I joined Stabicraft as interim operations manager, later becoming COO. Working across departments, we changed the layout, daily planning and team structure. Within about four months, production rose from three to four boats a day, consistently. I then worked on more capacity in-house and with suppliers while keeping production flowing.
Atlas CopcoTwo compressors a week became two a day
At Atlas Copco, I helped move compressor production from a job-shop setup to a connected production flow. Output increased from two compressors a week to two a day, with less rework.
RogersAn extra 20% of finished goods by the third weekend
At Rogers, I took on weekend production before there were crews or team leaders in place. A few people from the weekday team joined us. By the third weekend, our two 12-hour shifts were adding finished goods equal to 20% of the existing three-shift weekday production.
Cut waste and free up resources3 stories
Borgers€1.2m less in annual operating costs
At Borgers, I worked with the people running production to tackle process imbalance, defects and waste. Seven value-stream workshops and two lean projects reduced annual operating costs by €1.2m.
Borgers Alabama plantTen days to free up people for new work.
Operators kept starting, stopping and waiting on obstacles. I worked with them and the plant leadership for ten days. The process then needed about 30% fewer people. The people freed up moved into a new process, avoiding additional recruitment. There was no material capital investment.
RieterThe right parts. The right colour. Just in time.
At Rieter, I introduced detection of components and their colour into the welding process. That reduced the scanning operations needed and allowed the correct parts, in the right colour, to be assembled just in time.
What you get
Reliable delivery.
More room to grow.
More capacity to meet demand. Better control of delivery and costs.
An operation your team and permanent leader can carry forward, with clear priorities, measures and responsibilities.
