Jacob Dombroski

Jacob Dombroski

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Staff Program Manager; People Operations, CISO, Legal & Compliance, Leadership & Culture
Saline, Michigan, United States

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Résumé

Jobs verified_user 0% verified
  • Torc Robotics
    Staff Program Manager; People Operations, CISO, Legal & Compliance, Leadership & Culture
    Torc Robotics
    Jan 2026 - Current (10 months)
  • Torc Robotics
    Staff Program Manager; People Operations and Transformation
    Torc Robotics
    Jan 2025 - Jan 2026 (1 year 1 month)
    Responsible for driving People Operations, HR Systems, and Transformation initiatives cross-functionally within the organization.
  • Rita D Enterprises Inc
    Organizational Leadership Consultant / Strategic Advisor
    Rita D Enterprises Inc
    Feb 2024 - Dec 2024 (11 months)
    Providing strategic consulting services and perspectives to businesses. Areas of focus include:
    • Key business and operational expertise to financial investment organizations looking for information on industry and businesses to support investment initiatives.
    • Technical expertise in process engineering and manufacturing for companies launching new innovations in previously untapped markets.
    • Content contributor to executive blogs on leadership, culture, and engagement.
  • RealTruck
    Transformation Director
    RealTruck
    Nov 2022 - Jan 2024 (1 year 3 months)
    Headquartered in Ann Arbor, Michigan, RealTruck is a private-equity backed, premier manufacturer and digital destination for truck and off-road accessories operates globally from 72 facilities spanning four continents.

    Chosen by executive leadership to lead the strategic transformation of the truck bed cover division to address poor retention, prioritizing culture enhancement. Developed and executed a roadmap focused on team engagement, cultural awareness, and leadership development and growth resulting in a 66% annual turnover reduction.

    ● Boosted engagement significantly by organizing workshops for 93% of the staff, resulting in a surge from 29% to 95% participation and a more than 10% increase in survey engagement s
  • RealTruck
    Operations Leader
    RealTruck
    Nov 2020 - Nov 2022 (2 years 1 month)
    Hired to lead a team of 200+ associates, becoming the subject matter expert of “people leadership”, managing manufacturing operations focused on the production of hard folding REV/OEM, Xceed, and Encore tonneau covers.

    ● Directed daily operations for an organization with an annual revenue of $100M, applying skillset to influence and achieve success in the areas of safety, quality, manufacturing, and continuous improvement.
    ● Achieved 100% customer service on-time order fulfillment, forming a cross-functional team to implement a strategy, reallocate resources, and optimize the process, eliminating a 6000-order backlog within six months.
  • GeorgiaPacific LLC
    Director of Operations
    GeorgiaPacific LLC
    May 2018 - Nov 2019 (1 year 7 months)
    A division of Koch Industries, Georgia-Pacific is a global leader in manufacturing and distributing tissue, paper, dispensers, packaging, building materials, chemicals, and forest products.

    Profit and Loss (P&L) site leader for a unionized, BRC-certified facility of 125 professionals specializing in packaging production for consumer goods, food, and agriculture sectors, boasting an annual revenue of $80M.

    ● Drove implementation of real-time operational dashboards, leveraging big data to enhance production oversight, predict equipment failures, and improve uptime; laying the groundwork for predictive maintenance.
    ● Eliminated functional silos and aligned leadership team, establishing a culture of collaboration bet
  • Kimberlyclark
    Senior Operations Leader (Cottonelle)
    Kimberlyclark
    Apr 2015 - May 2018 (3 years 2 months)
    An American multinational personal care corporation that produces paper-based consumer products.

    Promoted to a "people leadership" role overseeing an 80-member team comprising operators, maintenance staff, and engineers in a non-union environment within a large department responsible for producing the $1B+ brand (Cottonelle), with an annual operating budget of $24M.

    ● Formulated strategies and oversaw the execution of implementation plans aimed at enhancing safety, quality, operational efficiency, and cost reduction within a $240M asset portfolio.
    ● Increased SKU production capacity by engaging a cross-functional team to develop a clear roadmap, ensuring efficient utilization of resources and timely action to conv
  • Kimberlyclark
    Senior Operations Leader (Scott)
    Kimberlyclark
    Oct 2011 - Apr 2015 (3 years 7 months)
    Managed an operating budget of $30M, guiding 125 team members (operators, maintenance, and engineers), assuming leadership of the most critical production department at this facility within 18 months. Oversight of ~$300M in assets, achieving success in the areas of safety, quality, productivity, and cost-saving objectives.

    ● Directed capital rebuild project on time and within budget, infusing $8M in new equipment, ensuring attainment of P&L goals.
    ● Addressed production “underperformance” post-installation of a $17M capital investment, presenting a data-based action plan to the leadership team, implementing corrective actions, and securing ROI within 90 days.
  • Kimberlyclark
    Operations Leader
    Kimberlyclark
    May 2010 - Oct 2011 (1 year 6 months)
    Promoted to lead 40 associates and managed a budget of $24M, a role expanded within six months in terms of scope of responsibility and increased number of direct reports.

    ● Formulated and executed strategies to improve asset performance, leveraging automation and data analytics to increase OEE by 14.9%, aligning operations with the principles of Industry 4.0 for scalable efficiency gains.
    ● Integrated real-time monitoring systems and predictive maintenance technologies that reduced unscheduled downtime by 10%, contributing to a more resilient and responsive Smart Factory model.
  • Kimberlyclark
    Process Engineer 3
    Kimberlyclark
    Feb 2008 - May 2010 (2 years 4 months)
    Promoted into a senior engineering role, managing 30 machine operators, streamlining processes, improving operating efficiencies, and reducing loss/waste.

    ● Developed and implemented automation solutions using sensors and data-driven monitoring technologies to optimize processes, cut downtime by 15%, and increase equipment speed by 3.5%, setting the stage for further intelligent manufacturing innovations.
    ● Pioneered data-driven operational enhancements by leveraging real-time analytics and production data insights to optimize processes, improve decision-making, and align with Industry 4.0 principles achieving 26% increase in annual production efficiency.
  • Kimberlyclark
    Continuous Improvement Leader
    Kimberlyclark
    Jul 2006 - Feb 2008 (1 year 8 months)
    Functioned as an internal consultant, collaborating with manufacturing teams in reducing loss and enhancing processes, conducting Kaizen workshops fostering continuous improvement within manufacturing operations.
  • Kimberlyclark
    Process Engineer 2
    Kimberlyclark
    Apr 2003 - Jul 2006 (3 years 4 months)
    Oversaw 300 manufacturing operators across four departments, designing and integrating processes to boost operational efficiencies and effectively reduce loss.
  • Kimberlyclark
    Process Engineer 1
    Kimberlyclark
    Feb 2001 - Apr 2003 (2 years 3 months)
    Led a team of 30 manufacturing operators, streamlining processes to enhance operating efficiencies, and minimize waste.
Education verified_user 0% verified
  • Western Michigan University
    Bachelor of Science - BS, Engineering (Process)
    Western Michigan University
Projects (professional or personal) verified_user 0% verified
  • E
    Enterprise Cultural Transformation Initiative
    Dec 2022 - Jan 2024 (1 year 2 months)
    Pulled together a cross-functional team and created a cultural transformation roadmap. Launched the implementation plan focused on team engagement, cultural awareness, frontline leader development, and onboarding enhancements. Results: 66% annual turnover reduction (48% YOY).
  • P
    Productivity Improvements to Support Revenue Growth
    Nov 2020 - Mar 2022 (1 year 5 months)
    Elevated daily outputs by 25% by utilizing lean methodologies focused around leveling workloads, eliminating all forms of waste, optimizing process flow, and effective team member placement. Results: $3.1 million increase in revenue YOY.
  • U
    Underperforming Department Turnaround
    Apr 2015 - Dec 2015 (9 months)
    Chosen by senior leadership to lead the turnaround of critical underperforming production teams. Collaborated with a cross functional team to identify key opportunities, track progress, implement actions and realize the needed gains. Results: In 9 months, 12.7% and 22.2% increases in productivity respectively on two lines, measured by Overall Equipment Effectiveness (OEE).
Publications verified_user 0% verified
  • M
    6 Ways to Transform Culture Part 1
    MetaOps Executive Blog May
    Cultural Transformation Roadmap Part 1
  • M
    How to be a Better Leader Following the Pandemic
    MetaOps Executive Blog Jul
    Leadership in times of COVID
  • M
    6 Ways to Transform Culture Part 2
    MetaOps Executive Blog Jun
    Cultural Transformation Roadmap Part 2
  • M
    Create Progress Through Feedback
    MetaOps Executive Blog Oct
    Thoughts on Feedback and Talent Development
  • M
    Creating an Effective Work Environment in the time of COVID
    MetaOps Executive Blog Aug
    Working in the times of COVID
  • M
    The Secret of Every High-Performance Organization
    MetaOps Executive Blog Apr
    Discretionary Effort and its impact on organizations
  • M
    2 Key Insights for Manufacturing in the COVID Economy
    MetaOps Executive Blog Jan
    Manufacturing in COVID times
  • M
    How Manufacturers Can Find and Keep Talent
    MetaOps Executive Blog Dec
    The War for Talent in the times of COVID
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