Brian Aspell

About Brian Aspell

Operations executive with 30+ years of experience leading manufacturing transformation, operational turnarounds, and profitable growth across multi-site industrial organizations. I specialize in stabilizing underperforming operations, building strong leadership teams, and implementing disciplined operating systems that drive measurable financial and operational performance.Throughout my career I have been brought in to lead organizations through critical transformation moments—from scaling start-up manufacturing operations to improving performance across large regional manufacturing networks. My leadership approach focuses on data-driven decision making, operational accountability, and continuous improvement.At Reading Truck Body, I currently lead operational transformation initiatives focused on improving safety, quality, delivery, and inventory performance while strengthening the operational leadership structure of high mix/high volume engineered service bodies for automotive industry.Previously, I helped scale the SG Echo manufacturing division of Safe & Green Holdings, improving manufacturing efficiency from 35% to 94% and turning a division losing $200K per month into sustained profitability. At Gestamp North America, I supported operations across nine automotive tier 1 manufacturing plants representing $1.2B in revenue, helping drive $40M EBITDA improvement and $25M reduction in working capital.My focus is simple: build strong teams, implement disciplined operating systems, and deliver sustainable operational and financial performance.

Experience

1. Vice President Operations

   Reading Truck

   Mar 2024 — Present · Reading, PA, US

   As Vice President of Operations and a key member of the Executive Leadership Team reporting directly to the President, I was brought in to stabilize and transform two underperforming manufacturing facilities. Leveraging strategic leadership, operational expertise, and data-driven analysis, I have led a turnaround focused on safety, quality, delivery performance, inventory optimization, and workforce engagement. Within the first 18 months, the organization achieved significant improvements across all core operational metrics.Key Leadership ContributionsBuilding the Leadership TeamRebuilt the operational leadership structure by recruiting key roles including Director of Safety, Director of Quality, two Plant Directors, and establishing a Manufacturing Engineering department. Assessed existing management capabilities and implemented leadership development plans to strengthen accountability and operational ownership while fostering a hands-on leadership culture.Operational Performance & Core Metric Improvement40% improvement in Safety Incident Rate (IRR) and 40% reduction in workers’ compensation costs22% improvement in Right First Time qualityRework reduced from 400 units to 10 unitsInventory turns increased by 7 turns at one facility and 2 turns at anotherOn-time delivery improved by 14%Manufacturing Transformation & Operational TurnaroundLed the operational transformation of the Claremore, Oklahoma facility, significantly improving EBITDA performance while strengthening operational metrics. Implemented a manufacturing strategy to level-load production and eliminate bottlenecks, removing backorders and late deliveries within six months.

Education

• Capital University

  Bachelor of Arts (BA), Human Factors and Technology

  1999 — 2001