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Meet the Speaker: 
Dan Roberts

When Asset Productivity Has the Attention of Executive Leadership



Dan RobertsDan Roberts, Expert Associate Partner, McKinsey & Company

Dan Roberts is an Expert Associate Partner with McKinsey & Company’s Denver office, where he focuses on delivering Board strategy-level performance improvement in end-to-end Manufacturing and Supply Chain operations. He specializes in leading transformation efforts in a wide spectrum of asset-heavy industries and is a leader in McKinsey’s Asset Productivity practice, where he combines Lean Manufacturing, Asset Management, and Supply Chain Optimization approaches to build capability in organizations for sustainable improvement. 

Dan spent more than 20 years in progressively increasing operations responsibilities in the beer industry, where he first learned the Asset Management principles. There, he led change in operations from industrial boiler and generation assets to packaging equipment. 

In McKinsey’s Manufacturing and Supply Chain practice, Dan has applied these principles more broadly across operations in Consumer-Packaged Goods, Pharmaceuticals, Rail and Fleet Transportation operations, and Global Energy and Materials companies. He recently paused his consulting work to return to the beer industry to assume a role as VP of Global Supply Chain Transformation for Molson Coors, where he led the transformation efforts to deliver a global synergy target exceeding $500M. 

Having completed that work, Dan has now resumed his leadership in McKinsey to help clients drive strategically significant end-to-end Reliable Supply Chain Operations.



When Asset Productivity Has the Attention of Executive Leadership

Dan Roberts, Expert Associate Partner, McKinsey & Company

Operations strategies often fail to become transformative and secure the sponsorship of the C-Suite. Executive leaders are sometimes slow to accept the role of the torch bearer for operations improvement initiatives because it is often not clear how it connects to success in the board room. Operations leaders usually understand that defining an operating strategy that focuses on meaningful earnings results is complex, and struggle to rise up from the familiar role of year-over-year bottom-line performance expectations. In McKinsey’s Operations Practice, we have found four elements that can make a difference in the level of organizational sponsorship. With appropriate diligence, executive teams are eager to sponsor strategies that drive manufacturing efficiency, supply network redesigns, and asset performance transformations. Senior operations leaders must focus on:

  • Connecting the change to the business strategy
  • Defining a holistic, aspirational, and realistic goal
  • Identifying a sensible investment approach
  • Communicating a clear path that is easily understood

This discussion will highlight the impacts possible when these elements are included in the strategy and conclude with an open discussion on frequent barriers to success.

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