Larry Keane

Larry Keane is a transformation executive and trusted advisor who has built a career revitalizing and turning around manufacturing, product delivery and customer service organizations. Whether leading global teams in delivering multimillion-dollar engagements or designing strategic interventions and value stream optimization, Larry brings intellectual intensity and experience across nearly all industries to turn challenges into opportunities and advance the competitive positioning of companies served.

Mr. Keane’s experience includes executing large strategic and operational profitability and performance improvement programs across industries, both corporate as well as private equity. He has led efforts across the business value chain including product development, operational restructuring and cost reduction, manufacturing footprint optimization, maintenance optimization, supply chain and procurement cost reduction, selling, general and administrative (“SG&A”) and organizational restructuring.

Mr. Keane leverages an effective balance of strategy, business, operational excellence methods and the disciplined approach of an engineer, to achieve transformation while eliminating inefficiencies and costs. Mr. Keane has performed in-depth analysis of more than 100 facilities across the globe, which has provided him with a keen ability to walk into a facility and quickly spot opportunities to improve efficiencies, eliminate costs and enhance organizational performance.

Prior to joining FTI Consulting, Mr. Keane ran his own consulting firm focused on improving performance and profitability at private equity (“PE”)-owned companies. Prior to that, he was part of AlixPartners’ and Deloitte Consulting’s U.S. Manufacturing practices, focused on manufacturing strategy development and execution.

Relevant Experience:

• Identified $800 million in total program savings through complexity reduction initiatives at a U.S. automotive original equipment manufacturer (“OEM”); utilized pilot projects to validate cost reduction initiatives and build savings estimates
• Led transformation, including the development and deployment of visual factory standards, lean principles and other operations improvements, that increased on-time delivery from zero to 100%, enabling a North American commercial aviation division to deliver $1 billion in aircraft
• Developed scheduling strategy for a PE-owned low-speed vehicle OEM to align 12-month backlog to the business single integrated operational plan (“SIOP”), designed finite scheduling system to optimize outbound logistics and led several shop floor improvements focused on increasing overall throughput of existing assets
• Revamped a PE-owned consumer products injection molding company’s production and inventory replenishment strategy to improve production efficiency by 10 points in less than six weeks