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In this episode of Consulting Leaders, hosted by Guillaume Jouvencel (ex-PwC and co-founder of GHA Marketing), we sit down with Joe Stefko, President and CEO of Stefko Consulting LLC.

A chemical engineer turned transformation strategist, Joe has spent more than 30 years helping manufacturing and supply-chain organizations unlock efficiency, profitability, and growth from plant-floor improvements to boardroom-level leadership development.

He shares how engineering discipline shapes his approach to operational excellence, what he’s learned leading multi-site teams, and how leadership coaching bridges the gap between technical success and human performance.

Whether you’re scaling a consulting firm or running operations in transition, this conversation reveals what it takes to drive sustainable results and develop leaders who deliver them.

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About Joe:

Joe Stefko is the President and Founder of Stefko Consulting LLC, a consulting firm specializing in operational excellence, process engineering, cost reduction, and executive leadership development.

With over three decades of experience across manufacturing, supply chain, and engineering leadership, Joe has held senior roles at York Wallcoverings, J.M. Huber, and Church & Dwight before launching his own practice in 2011. He is a Certified Maxwell Leadership Coach and Six Sigma Black Belt who helps companies increase profitability through lean transformation and people-first leadership.

His work blends technical rigor with a deep commitment to building trust, team synergy, and sustainable growth.

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Proposed questions angle:

1. You began as a chemical engineer and eventually founded your own consulting firm. What sparked that transition from corporate operations to independent advisory?

2. When you talk about “profitable operational transformation,” what does that look like in practice for the manufacturers you serve?

3. You’re a Certified Maxwell Leadership Coach. How do you blend executive coaching with engineering and process optimization work?

4. Many consultants struggle to attract mid-market and enterprise clients. What has worked best for you to build trust and win those relationships?

5. Walk us through how you approach an operations turnaround or efficiency engagement, from diagnosis to implementation.

6. How do you help leaders sustain change once the consulting engagement ends and you’re no longer on-site?

Follow up question: how about your own team?

7. After more than a decade running Stefko Consulting, what's the biggest bottleneck in your own business today?

8. What trends in manufacturing, leadership development, or consulting excite you most for the next five years?