Hey Sean, I’ve been a Plant Manager/GM, Ops Manager, VP of Ops, and Fractional COO in Manufacturing for multiple sites. First 90 days is critical to observe, analyze, understand and engage with the team. Do small and meaningful changes, gain trust by being of service to the team.

Sean — adding a perspective from a manufacturing executive / plant manager based in South Africa.One thing I’ve learned quickly is that shopfloor teams (operators, artisans, trades) do not have the same priorities or context as management — and that’s not a bad thing, it’s just reality. Expecting people to stay late, think in EBITDA terms, or respond to the same language management uses often backfires. Context matters.Language and approach matter a lot. I don’t engage the shopfloor the same way I engage my managers. With managers it’s formal (“Good morning”), with operators it’s more human and familiar — meeting people where they are builds trust fast.In the first 90 days, I’d strongly recommend:Spending real time understanding process flows — study the flow diagrams, then walk the floor with operators and supervisors to see how work actually moves.Listening more than changing. Small, visible improvements beat big structural changes early on.Getting close to supply chain. In my experience, supply chain is the heartbeat of manufacturing. I have an office, but I deliberately sit in open plan with the supply chain team — that proximity pays dividends daily.If you build trust on the floor, understand the flow, and stay close to supply chain, the rest becomes much easier to execute.Happy to connect if useful.