The gap isn’t
the technology.
It’s the floor.
29 years. 600+ engagements. The same failure, again and again — not because the technology was wrong, but because no one built the execution system around it.
“Hi, I’m Gerald Tice. But if we’ve ever walked a catwalk over a production line together — you know me as Jerry.”
Manufacturing Transformation Practitioner · Author- MBA/ME Entrepreneurship, UNC
- MS Applied Statistics, Penn State
- BS Ag Economics & Animal Science, UFL
- CSCP · CPIM Certified
- AI Strategy — MIT & Stanford
- Pilot · RV-7 Builder
“I’ve spent nearly three decades walking plant floors — not briefing rooms, not strategy sessions. The floor. Alongside the operators who make things actually happen.”
My career began at DeWolff Boberg in 1997, where I spent 15 years watching what works — and what doesn’t — when organizations try to change how manufacturing actually runs. Another five years at The Lab Consulting sharpened the pattern recognition. Since 2018, as Managing Director of Transformation & Digital Strategy at Synergetics Installations Worldwide, I’ve been building the systems and tools to close the execution gap permanently.
The diagnosis was always the same: manufacturing technology and CI implementations fail at the floor level — not because of poor planning or bad technology, but because organizations never build the execution infrastructure required to make new systems stick.
That’s not a technology problem. It’s an execution problem. And it has a solution.
I come from four generations of entrepreneurs along the Peace River in Central Florida — homesteaders, citrus growers, phosphate miners. The instinct to build something that lasts runs deep. That’s what this work is about.
The Execution Gap
There is no shortage of books on lean, CI, and digital transformation. What’s missing is a book written from the floor up — not from the strategy deck down. This is that book.
The work is never the technology.
Every dashboard, every sensor, every real-time metric is worthless if there’s no execution system to act on what it shows. Visibility is the beginning, not the end.
The people running production lines carry knowledge that no ERP system has ever captured. Sustainable transformation starts with earning their trust and building on what they already know.
You can design a system that operators actually use — one that fits their world, respects their time, and gives them what they need to succeed. Or you can deploy another system that drifts into shelfware. That choice is made at the start, not the end.
Let’s talk about the floor.
Speaking engagements, consulting inquiries, or you just want to compare notes on what you’re seeing out there — reach out.