ABOUT THE FOUNDER

Robin Intagliata

Operations and engineering leadership for manufacturing owners who have outgrown one person’s control.

OPERATIONS BACKGROUND

Built in the conditions owners actually face.

Robin Intagliata is the founder of VALUE5 Advisors. He is an operations and engineering leader with 25+ years running manufacturing, engineering, and quality organizations in aerospace, automotive, and industrial plants. He has led work in high-volume automotive cells and in low-volume, high-mix aerospace and industrial shops: turbojet engines, turbine blisks and impellers, airfoil blades, crashworthy and ballistic fuel cells, railway equipment, and Tier-1 bearings.

The process types are the ones owners actually fight with: Lean flow cells, standard work, visual management, daily tiered accountability, Stage-Gate / APQP launches, SMED, Zero Defect quality, and QMS leadership under AS9100D, IATF 16949, ISO 13485, and NADCAP.

That background matters because the problem on this site is not theory. It is what happens when a company outgrows one person’s control. Robin has been hired into that moment: post-acquisition integration, late transfers, certification pressure, and sites that were busy and still losing money.

PROVEN RESULTS

Measurable improvements in difficult operating conditions.

Parker Hannifin's acquisition of Meggitt doubled the work load - merging the Process Engineering and Quality Engineering into a unified department. This enabled a twofold improvement opportunity - Labor efficiency rose 30% from 85% to 105% earned hours, while defects per unit dropped more than 55%.

Recovered critically late aerospace product transfers at Pursuit Aerospace—more than 1,000 days behind—and drove 35% of volume back on time, with a path to 100% on-time delivery.

Raised engineering on-time project release from 40% to 100% in under 16 months at Progress Rail, a Caterpillar company.

Delivered 12% year-over-year labor efficiency gains and more than $1.5M in annual tooling and fluid savings at Koyo Bearings, with OEE up 42%. Recognized with the JTEKT Global Improvement Award.

Led capital work at scale, including a $4.9M 5-axis turn-mill cell for aerospace and $7.5M in commissioned automotive equipment through full PPAP.

Education: MBA, University of Notre Dame (Mendoza), Cum Laude; BSME, Valparaiso University, Cum Laude.

A WORD FROM THE FOUNDER

I work with owners who built something real—and then it outgrew the way it was able to be run.

The company got too big for one person to control single-handedly. Issues climb to the owner or they stall. Your best people left first because the workload and chaos landed on them. Asking everyone to do more is not a real plan or solution. It is how you lose the people who are trying to help you hold it all together.

That is not a character problem. It is a capacity problem. The business needs a system the team can run without you being the backup for every decision. I help manufacturing owners install operating systems for cost, quality, delivery and people that still work after I leave: clear ownership, simple standardized routines, and a scorecard that does not require you to stand in the middle of it.

The improvements that lasted in my career were rarely the ones forced down by top management. They were the solutions to problems that the floor participated in, and took ownership of when the extra help went home. That standard has not changed: strengthen the business without grinding down the people who run it. Allow the subject matter experts on the shop floor to contribute their ideas and to implement them. The systems have to hold when I am gone—and when you are not in the room.

If owner capacity is tapped out and you want the company to keep the quality of what you built, we should talk.