Stay Connected

Todd A. Eddy

Todd A. Eddy | Conway MacKenzie

Managing Director,
Detroit

Todd Eddy has more than thirty years of manufacturing industry experience and is an expert in operational improvements and restructurings of companies. He specializes in enhancing enterprise value for companies through a structured, team-based approach to operations and financial improvement. Mr. Eddy is experienced in leading and managing manufacturing organizations and applying lean business strategies for improvements in safety, quality, delivery and cost. He excels in all aspects of operations management and improvement.

Mr. Eddy has in-depth, first hand knowledge and experience with all aspects of business that allows for effective integration and improvements across the organization ranging from IT and back office functionality to plant floor optimization. He possesses a distinct ability to recognize and drive entire system optimization versus sub-optimization of components. His experience in developing and leading ground level initiatives that are linked and aligned with higher level company objectives combined with his ability to link financials to operational performance metrics, delivers bottom line results.

Mr. Eddy has extensive, hands-on experience in automotive industry production and engineering along with the application of lean manufacturing, six-sigma continuous improvement, and team-based problem solving methodologies. His broad range of experiences enables him to draw upon a deep knowledge of organizational and operational best practices to quickly identify risks and opportunities for value enhancement. He is a member of the Turnaround Management Association and the American Bankruptcy Institute.

Prior to joining Conway MacKenzie, Mr. Eddy was a Principal with Caledonia Group where he managed engagements focusing on creating value for shareholders through the application of lean business systems to key cost drivers. Formerly, he was a Business Unit Manager with GM Powertrain where he led the turnaround of an under-performing, 600 employee plant. While at GM he was instrumental in developing, teaching, and implementing lean manufacturing and six-sigma improvement strategies.