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Nick Baker

Off-Grid Power Systems

Nick Baker is a highly skilled and adaptable problem solver with a passion for technology and automation. With a Bachelor's degree in Mechanical Engineering and an Associate's degree in Business Administration/Engineering Prep, he has a robust analytical, conceptual, and quantitative aptitude. Baker's proven track record for driving sales by providing client-centered solutions has been attained while working for organizations such as Even Corners Renovations, Power Engineering and Manufacturing, Riley Gear Corporation, Sunrise Marine, and Ontario Drive & Gear Ltd, where he has held roles such as President/Owner, Sales Engineer, Mechanical Engineering Lab Assistant, and Senior Program Manager. Through his diverse background, Baker has gained invaluable expertise and demonstrated his mastery of product management, engineering, project management, and sales. His professional interests include working on complex problems, driving sales, and collaborating with people throughout all levels of an organization to continually improve productivity and efficiency.

Highlights

Mar 20 · linkedin

That's right, I'm intentionally removing numerous branches that could each produce abundant fruit! 🍇

One of the strategies used by nearby farmers to ensure an upcoming harvest of flavorful, low-mold fruit is branch-thinning. If branch density is too high, the root's water & nutrient supply to the branches is limited and there will be insufficient airflow between the developing grape clusters.

Have you ever with a company that was operating outside of its core competencies? Remember the chaotic feeling?

Maybe the chaos is only temporary because of leadership redirections. However, what if newer leadership is steering the ship prior to understanding its current condition or direction? Here's common cultural or systemic problems I've observed:

  • Avoiding documentation or standardization; over-reliance on tribal knowledge.
  • Assuming loss-leaders without analytical determination.
  • Avoiding team input on capital expenditures (CAPEX).
  • Avoiding use of ERP & MRP systems in favor of independently maintained spreadsheets.
  • Increasing the frequency and duration of non-productive meetings (Bread & Circus)
  • Foregoing management of customer expectations.
  • Manipulation of key performance indicators (KPIs).
  • Delaying root-cause determination of cash-flow constraints.

The best solution is to begin playing the long game. Commit to integrity and focus on longevity. How?

  1. Provide Excellent Customer Service.
  • Manage their expectations.
  • Answer the phone every time they call. Respond to every text and email.
  • Remember bad news doesn't get better with time. Make sure you're already working on solutions.
  1. Pursue Positive Cashflow
  • Most often this can remedied by your sales department. Existing contracts can often be amended or even cancelled if necessary. This includes purchase orders, scheduling agreements, and long-term agreements.
  1. Fix the car while it's lapping the racetrack.
  • Understand your capacities to accurate predict completion dates. This is especially critical with ITAR DPAS projects.
  • Document tribal knowledge.
  • Revise existing processes to only include steps that add value.
  • Develop simple systems to ensure consistency and repeatability.

For the local vineyards 🍇, it's pruning season ✂️. It's a great time to declutter your business.

This pruning process may seem painful, but it'll improve productivity and morale.

#business #management #leadership #productivity #team

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