Josh Arritola, CEO
Josh leads a young, fresh and exciting consulting group with a new approach to business management and consulting. His professional leadership experience in Oil & Gas, Utility, Manufacturing, Retail and the United State Air Force include areas of operations management, maintenance management, program management, projectmanagement, safety, training, coaching, change management, innovation management and enterprise-wide business process assessment, design and implementation.
President, Haploos Inc, Spokane, WA — 2008-Present
- In 2008 I started Haploos Inc, a business management consulting firm. Haploos grew from one employee to a small firm of 35 employees operating throughout North America and the Kingdom of Saudi Arabia in the Oil & Gas and Utility business.
Major Oil & Gas producer, Calgary, AB, Canada
- Implemented Operational Management System. Led the design of a program that would drive the standardization and simplification of Husky’s management system while developing a program that could transition to Husky.
- Resulted in a realized and sustained 50% reduction in safety incidents and 50% savings in safety costs.
- After the completion of five of the 13 elements, Husky successfully assumed responsibly for the program and continued to drive their management system forward. The five elements I led included:
Incident Management (Safety)
- Standardized and streamlined the incident management system. Moved company from over 17 different forms to 1. Led the training and coaching of over 2,000 employees in western Canada. Began collecting accurate predictive data and reduced safety incidents resulting in a 18% safety cost savings.
- Leadership, Commitment and Accountability (Leadership)
- Designed a leadership program which standardized and aligned performance review system, established a common culture, and ensured the continuation of the development and implementation of the management system.
Management of Change (Engineering)
- Led the design of an engineering system that would control changes to assets efficiently and effectively. This system ensures all changes to assets are approved by qualified team members and maintains or improves the financial performance of the asset. This element cleared a 1 year backlog o engineering reviews and brought the team current on changes.
Personnel Competency and Training (Talent Management)
- Led the design and implementation of a system that made this cumbersome task manageable. Reduced over 90 different operational jobs to under 35. Defined job responsibilities, competencies and training requirements. Aligned entire employee field to new PCT matrix and gave Husky their first look at who was actually trained and competent at their job.
Coaching Program (Performance Leadership)
- Created one of the first, simple and usable coaching models for use in the field. This coaching system improved post-training retention from 22% to 88% and increased knowledge retention by 400%.
Major Utility, Calgary, AB, Canada
Staffing Analysis - Predictive Staffing
- Led the design of a completely new predictive staffing model to help Operations understand if they had enough people. The model combined past work loads, staffing levels, success rates, environmental factors, emergent and emergency work into a complex staffing tool that predicted staffing needs over the next two years.
Maintenance Management System
- Led the implementation of a maintenance management system known as work management. TransAlta implemented the system at a coal-fire plant where maintenance backlogs were over 3 years long and no system existed to effectively manage the maintenance. Once the system was in place, backlogs reduced in the short-term by over 50%.
Global Retailer, Los Angeles, CA — 2006-2008
- As the youngest outside hire recruited by Target Corporation to be Store Team Leader, I took over seven Senior Leadership Staff, 230+ Team Members and a store with a profit and loss (P&L) of $39M annually. During my tenure, store sales improved from 3.6% YTD in Q1&2 of 2006 to 12% in Q3&4, nearly quadrupling sales growth. The store continued growing in 2007 with a 9.8% increases—beating the market average of 5.23% growth.
UNITED STATES AIR FORCE
Assistant Flight Commander, 355 AMU, Eielson, AFB — 2004-2006
Promoted to 1st Lieutenant and assigned to the 355th Aircraft Maintenance Unit as the assistant Officer in Charge leading thirteen Senior Staff. Responsible for the welfare, supervision and leadership of 200+ enlisted personnel conducting 24-hour maintenance and flight operations on 21 assigned A/O A-10 fighter aircraft valued at $676M with supporting assets worth more than $1 billion. My unit achieved the 2nd best FMC (fully mission capable) rate for A-10 fighter aircraft in the US Air Force for 2005. I also met 101% of contracted performance 3 months ahead of schedule by leading a Production Team in careful scheduling, quality control, timely purchasing and resource management.
Flight Commander, 354 MXU, Eielson, AFB — 2003-2004
Support & Logistics
Assigned to the 354 Maintenance Support Squadron at Eielson Air Force Base in North Pole, Alaska as the Officer in Charge of the 354 Munitions flight leading eleven Senior Staff. Responsible for the welfare, supervision and leadership of 170+ enlisted personnel in four locations with a munitions inventory valued at $200M+. Successfully led unit with zero personnel injured from munitions operations—zero operational mishaps while meeting 100% of all munition orders, on time for the entire year.
Mikkelson, A. C., York, J. A., & Arritola, J. (in press). Communication competence, leadership behaviors, and employee outcomes in supervisor/employee relationships. Business and Professional Communication Quarterly.
University of Washington, Seattle, WA — BA, Political Science, 2003