Tom Gross' Bio
Tom Gross - Manufacturing Executive, Fractional CEO & COO
Tom Gross is a Michigan-based manufacturing executive, engineer and business consultant with more than 25 years of senior leadership experience in manufacturing, automation, machine tools, aerospace, defense and industrial technology.
Clients engage Tom not for theory or commentary, but for judgment earned through real operating responsibility, including full P&L ownership, board accountability, and leadership of large, technically complex teams.
Leadership Background
Over the course of his career, Tom has served in executive leadership roles across a wide range of industries, with a consistent focus on businesses where execution, operations, and technical depth matter.
His experience includes:
- Chief Operating Officer of a $40M U.S. business unit of a $2B global automotive and manufacturing systems company
- Vice President & General Manager of a $190M industrial machinery division with 1,000 employees and vertically integrated operations
- Director of Manufacturing for a $220M multi-plant automation and special machinery business
- Founding CEO & CFO of a North American subsidiary for an established $100M European OEM
- President & Founder of Gross & Company, providing executive-level leadership and advisory services since 2003
Tom has led organizations through periods of rapid growth, margin pressure, operational underperformance, international technology transfer, and leadership transition, often in environments where timelines were tight and mistakes were costly.
Founder, Advisor, and Commercialization Leader
In addition to large-company leadership roles, Tom has significant experience working with founders, boards, investors, and research institutions to commercialize new technologies and build sustainable businesses.
His work has included:
- Interim CEO and commercialization leadership for multiple advanced-technology and manufacturing start-ups
- Advisory and leadership roles with private-equity-backed and closely held companies
- Board and advisory board service across manufacturing, food distribution, cybersecurity, and technology businesses
- Mentoring founders and CEOs on growth strategy, execution discipline, and leadership development
Tom is known for his ability to bridge strategy and execution, particularly in organizations led by technically strong teams that need experienced operating leadership to scale.
Approach & Philosophy
Tom’s approach is direct, practical, and grounded in experience. He believes effective leadership comes down to:
- Clear priorities
- Sound decision-making
- Accountability at every level
- Respect for people and operational realities
Whether serving in a fractional executive role or as an advisor to owners and boards, Tom focuses on stabilizing performance, improving execution, and positioning organizations for sustainable results. This work often involves difficult conversations, trade-offs, and decisions, which is precisely why clients value independence, experience, and clarity over consensus or abstraction.
Education & Credentials
- B.S. Engineering Metallurgy, Western Michigan University
- M.S. Mechanical Engineering, University of Detroit
- M.S. Manufacturing Management, Kettering University (Formerly GMI Engineering & Management Institute)
- Graduate Coursework - Real Estate Development, University of Michigan
Additional credentials and affiliations include:
- National Science Foundation (NSF) I-Corps Start-Up Mentor
- Certified Executive Business Coach
- Certified AI Prompt Engineer
- Certificate in Additive Manufacturing (Automation Alley)
- Board and advisory board service across multiple industries
Why Clients Work with Tom
Clients work directly with Tom Gross because they need someone who:
- Has led real organizations, not just advised them
- Is comfortable with complexity, pressure, and accountability
- Understands manufacturing, engineering, and industrial economics
- Can step into leadership roles immediately
- Brings independent judgment and steady execution
Start the Conversation
Most engagements begin with a confidential, candid discussion - not a pitch.
If your business is at an inflection point and experienced leadership would make the difference, the best next step is a conversation.
