He serves on the advisory board of a number of technology startups, and has consulted to new and established companies as well as venture capital firms. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow. Previously he co-founded and served as CTO of IMVU, his third startup. In 2007, BusinessWeek named him one of the Best Young Entrepreneurs of Tech. In 2009, he was honored with a TechFellow award in the category of Engineering Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review,Inc. (where he appeared on the cover), Wired, Fast Company, and countless blogs. He lives in San Francisco.
Software-based Manufacturing Resource Planning systems that translate forecasts into master production schedules, maintain bills of material (lists of product components), create work orders for each step in the production routing, track inventory levels, coordinate materials purchases with production requirements, generate "exception" reports identifying expected material shortages or other potential production problems, record shop-floor data, collect data for financial reporting purposes, and other tasks depending on the configuration of the MRP II package.
When Ingersoll Rand began their lean transformation in 2010, the leadership team benchmarked its performance against seventeen other diversified industrial companies on such metrics as revenue growth, operating margins, return on invested capital, and working capital as a percent of revenue. Surprisingly, Ingersoll Rand was the bottom quartile on many of them. With several leading brands in Ingersoll Rand's portfolio, leaders questioned their results. Mike Lamach, the new CEO at the time, made it clear the company needed to build a winning culture and set a vision to achieve premier performance by attaining top quartile performance on a few key metrics against the same seventeen peers and competitors.