James Borchert is a seasoned business leader with experience turning around underperforming companies. He specializes in developing strategies to improve operating performance through data-driven analysis and collaborative teams. Borchert has led initiatives in procurement, supply chain management, and general management that achieved multi-million dollar savings and double-digit productivity gains. His background includes experience in manufacturing, consulting, and interim executive roles.

1. JAMES R. BORCHERT
A seasoned and responsive leader who questions and listens actively. Anticipates outcomes, articulates
strategy and provides clear direction to achieve operating excellence. Leads and mentors teams and key
individuals to uncover high impact improvement opportunities with data-driven analyses, to use what they
know to conclude causes, to find and implement maximum benefit solutions. Comfortable in any business
setting, delivers lasting customer-focused performance turnarounds in both healthy and troubled
companies, domestic & international.
EXPERIENCE
2010 – present Managing Partner, Innovative Management Group, LLC
• Develop & implement client strategies, lead client teams in operating performance turnaround, yielding
lasting gains in market share and return on total assets. Currently engaged to turnaround sales and
profitability of a $20M Midwestern manufacturer of precision engineered wooden components for
building construction and transportation markets.
2004 - 2009 Procurement Manager – FUJIFILM Dimatix
• Led collaborative efforts in NH & CA to eliminate total cost drivers with key suppliers and engineers and
managers, yielding year-on-year savings of $7.7M. Accumulated savings exceeded $15M over 5 years.
• Set strategy, directed & developed commodity manager & senior buyers in data-driven continuous
improvement activities (TOC, Lean, Six Sigma) and contract negotiation with key suppliers.
• Directed performance management of key suppliers’ quality, delivery, responsiveness & cost, in Europe,
Asia, and North America, using report cards, APQP(process flow, PFMEA, control plans, gauge R&R,
capability analysis- with Supplier Quality Engineering), and DMAIC method for improvements.
2004 Supply Chain Improvement Manager – Thermadyne Corporation
• Worked ‘hands-on’ with Texas & New Hampshire division senior management to develop and guide
teams of key managers, engineers, production and supply chain supervision to analyze performance,
find and solve high value problems; Focused on least-cost, least-time improvement areas in production,
planning and control. Lean Implementation included 5S, process mapping, SMED setup reduction
(kaizen events).
• Led teams to see and achieve the potential using what they knew, with a measured, data-driven and
focused approach- double-digit percentage improvements in responsiveness, lead-time, reduction in late
deliveries (40+%) & productivity/ throughput gains (10+%), cutting cost of goods sold.
1999 - 2004 Managing Partner, Innovative Management Group, LLC
• Built practice and client relationships on track record of rapid and lasting improvements to performance,
profits, share and enterprise value; Led senior consultants and technical experts to collaborate with and
guide/teach client teams to deliver business and process assessments, least cost & least time
implementation and sustainable long term gains- increased productivity 10-100+%, doubled inventory
turns, driving major gains in ROI and EBITDA, as well as on-time delivery, responsiveness & quality.
• Coached executives and boards to set transformation strategy, leveraging internal gains for dominance
in target markets. Streamlined processes, aligned accountabilities, and built effective controls on the
flow of information and allocation of resources- people, materials, and production capacities.
• Utilized High Velocity Management: TOC for constraint analysis/management and Lean for waste
elimination and collapsing cycle times, inventories & delivery issues.
• Clients: Alpine Confections, DBI/Sala, Home Fragrance Holdings, PL Foods, Villaume Industries,
USABCO (S.Africa)
• Interim management: VP, Marketing & Sales, Johnstown Corporation

2. JAMES R. BORCHERT
1998 - 1999 Director, Client Projects, MPI Group & Interim President, Merrill Iron & Steel:
• Analyzed opportunities & constraints, structured & managed implementation teams, and served as
interim President of the structural steel fabricator, assuring sustained improvements while changing
organization and processes. Major gains: productivity, delivery, profitability, using TOC & Lean.
1996 - 1998 Vice President, Business Development, Claremont Foundry, Inc.
• Assembled investors and managers, to plan, reopen the foundry, find customers, and secure financing.
• Directed marketing and sales, set strategy, developing / overseeing the sales force (direct sales and a
rep network), and finding and developing customers- tripled volume at 7-9% premium over market.
• Acting General Manager. The foundry was acquired by a publicly-traded casting firm.
1988- 1996 Founding Partner, The Leverage Company, Inc.
• Developed the time-based competitive strategy, High Velocity Management (combined TOC and Lean
approaches), built practice, client base, and network of consultants and technical experts to deliver
results; led client assessments and implementations to major improvements: productivity, profits, quality,
turns. Included organizational restructuring of a 42,000 person/ 11 site operation to enable fast response
and a 40% reduction in force.
• Clients: Automatic Packaging Systems, Donnelly Custom Molding, Empire Brushes (Rubbermaid), Inco
Alloys, O.F.Mossberg, Naval Avionics Center, Naval Air Warfare Center, Red Wing Shoes, Simmons
Upholstered Furniture, Villaume Industries.
1987 - 1988 Principal, ProfitFlow Management
• Analyzed businesses, built improvement plans, supported Theory of Constraints implementations.
• Clients: Packaging Corp. of America, Chicago Faucet, Woodward Governor, Lydall (Acadia Polymers)
1983 - 1987 Analyst, Senior Analyst, Project Manager, Creative Output, Inc.
• Worked directly with Dr. Eli Goldratt, author of The Goal, to develop and implement Theory of
Constraints (TOC) and state-of-the-art constraint-based planning and control systems.
• Clients: GE, Textron-Lycoming, Westinghouse, GM, Hughes Radar Systems, Bendix (Allied Signal).
Education, Professional, Personal
• Six Sigma Green Belt training at FUJIFILM Dimatix
• Bachelor of Arts, Computer Science, Dartmouth College, 1983.
• Co-authored the 1988 business novel The Challenge: Increasing Profits Through Focused
Management, and trade press articles. Regional & international APICS speaker on High Velocity, TOC.
• Board of Directors, Upper Valley Educators Institute. Coach and play ice hockey. Active in mountain
biking, hiking, tree farming.
Contact
212 Townhouse Rd., Cornish, NH 03745;
(home) 603-675-6216, (cell) 603-252-6216;
Email: jrborchert33@gmail.com