Tom Ambler

Tom has a 30-year career of successes that reflects his versatility and creativity with experience ranging from the hands-on, nitty-gritty of a startup company through strategic planning in Fortune 500 companies. He has been President of a multi-plant, custom metal stamper where he led a turnaround and expanded the company through acquisition and new plants. As COO, he has directed a four-fold expansion of a young natural gas compressor manufacturing, service and leasing company in just two years. In his role as a principal, CFO and VP of Operations he was instrumental in the development of a startup manufacturer of proprietary electronic products for the transportation industry that led to a licensing agreement with a Fortune 500 company. He served as VP of Operations of a Fortune 500 subsidiary chartered to acquire and build a group of premier custom manufacturers serving industrial markets. His business knowledge and expertise span many diverse industries and company cultures and include all functional areas.

Tom graduated from the Massachusetts Institute of Technology with a B.S. degree in Industrial Management and Metallurgy and has completed graduate work at the University of Pittsburgh and NYU, exceeding the course requirements for an MBA with a concentration in Management Science.

Contact Info

1509 Kenyon Drive
Naperville, IL 60565
Phone: (734) 995-3465
E-mail: 

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Articles by Tom

A Culture of Discipline — Building Toward Great  – Part 2 – Recruiting for Discipline
A Culture of Discipline — Building Toward Great – Part 1 – What is Discipline
Book review: Good Business, Leadership, Flow and the Making of Meaning
Innovation – Leadership Strategies for the Competitive Edge
Innovation and Execution — A Critical Strategic Balance
Jump Starting Good Opportunity Ideas
Kodak’s Big Bet: “To Be or Not To Be”
Strategic Issues: The Pivotal Process for Strategic Success – Part 1
Strategic Issues: The Pivotal Process for Strategic Success – Part 2
Strategic Issues: The Pivotal Process for Strategic Success – Part Five
Strategic Issues: The Pivotal Process for Strategic Success – Part Six
Strategic Issues: The Pivotal Process for Strategic Success-Part 3
Strategic Issues: The Pivotal Process for Strategic Success-Part 4
Strategic Management – Step Three: Monitoring the Process
Strategic Management – Step Two: Implementation
Strategic Management: 3 Steps to the Cycle of Success
Strategic Management: 3 Steps to the Cycle of Success-Step One
Strategic Transformation – The Principles Jack Welch Used to Revolutionize General Electric
Tales from the Strategy Vault
The Power of “Both…And” Thinking
The Strategic Value of Values – Part 1
The Strategic Value of Values – Part 2
The Strategic Value of Values – Part 3
The Strategic Value of Values – Part 4
The Strategic Value of Values – Part 5
The Strategic Value of Values – Part Six
Who Are You? Win with Stories
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