caused by Weak Corporate Cultures.
She Created MiningOpportunity to #StopYourLosses.

KAY’S FOCUS IS DIFFERENT… So You Get A Different Result

Companies know how much money they made by looking at the income statement… but they DON’T KNOW how much they lost due to weaknesses in the culture and organization. Kay Sever can finally help you answer that question!

Kay has worked side by side with corporate and production sites in a management/leadership/consulting role for 35+ years. She helps management teams improve performance, profit, culture and change, but does it in a way that connects people and the corporate culture to their hidden potential. Kay helps companies move “beyond improvement” to a state of “sustained optimization”. With her guidance and the MiningOpportunity system, management teams can measure the losses caused by weaknesses in their current culture, shift to a Loss Reduction Culture to reduce the losses, and “manage” the gains from the new culture as a second income stream.      

Kay has helped identify over $100,000,000 of hidden losses linked to corporate culture. She knows how to “pull the curtain back” on losses that have been incurred for decades without the knowledge of executives, managers or the board of directors. Kay knows these losses are real because she has years of experience finding, quantifying and helping management teams take action to reduce them. She can share many case studies that prove that corporate culture losses exist (a few case studies can be found on this website).

Kay knows how to use loss data to create a culture most companies would dream about… one armed with

  • the knowledge and skills to stop hidden losses caused by the culture,
  • the desire to unite to solve problems and create the best result for the company, not just a few department,
  • the skills to “escape the confines of the org chart” so managers can work horizontally to achieve “site-wide” optimization.

A “Loss Reduction Culture” can maximize profit without sacrificing quality, safety or regulatory compliance. VERY FEW PEOPLE know how to lead companies through this kind of culture shift!

NO colleges, executive programs or management development classes teach these concepts or skills. Financial systems were NEVER DESIGNED to track or report profit potential or the losses linked to corporate culture, so management NEVER sees them.  So how did Kay gain these insights and then create a teaching system for management that adds millions of dollars of value by revealing hidden losses and providing strategies, tools and tactics to stop them?


KAY’S STORY… How She Became a Leading World Expert on Loss Reduction and Optimization… 

For over three decades, Kay has designed systems and processes for equipment productivity, operations, maintenance, control systems, budgets/forecasts and reporting. For 19 of those years, she worked for three divisions of a Fortune 500 mining company in various leadership roles including four years on site and the division manager of accounting, reporting and analysis.

Because of her broad systems, operations and accounting experience, Kay was asked to join a select team that helped design and implement a unique optimization initiative. This initiative:

  • Defined the gap between today’s performance and what was possible to achieve.
  • Exposed areas of financial risk and opportunity that had never been quantified or reported, specifically related to hidden profit potential and the losses caused by the corporate culture. These dollars forever changed the questions that were asked, the problems that were solved, and reported financial results. 

Kay worked with the executive team and site management to:

  • Develop a methodology for calculating, reporting and communicating losses.
  • Integrate loss data into key measures and quantitative decision criteria (numbers used for setting goals, budgeting, capital spending, expansions, etc.)
  • Connect loss data to qualitative activities like communications, interactions within management teams and with the workforce, and strategies for sustainable change.

After the loss tracking system was implemented, Kay became the company expert and coached executives and site management across the company on how to “mine” their losses, convert them to profit, and shift the culture to a loss reduction focus. This “culture shift” delivered $20,000,000 of extra profit over 18 months in Kay’s division alone. The following year commodity prices fell to 100-YEAR LOWS. While competitors were parking equipment and laying off hundreds of people, the metals division was able to BREAK-EVEN and continued to operate because a Loss Reduction Culture was in place. This amazing achievement was possible because executives and all levels of management knew how to interpret loss data and incorporate it into a new way of managing the company. Their words, actions, choices and unwavering commitment to their roles in the culture transformation process delivered millions of dollars of additional profit for FREE!

In 2000, a merger gave Kay the opportunity to share what her knowledge and expertise with other companies, so she founded OptimiZ Consulting LLC. Her services are unique because of her perspectives on what keeps companies from achieving their best performance.

Kay’s high-value expertise is linked to her mindset. She is always looking for “what’s missing” from profit, culture and change. This focus “expands” the number of problems and opportunities she identifies and helps her ask questions that other consultants and coaches overlook. Kay’s areas of expertise include:

  • EQUIPMENT: Loss reduction, equipment productivity (runtime, downtime delays), cost reduction, key measures, budget goals, asset capacity.
  • CORPORATE CULTURE: Management team beliefs, interactions, choices, building trust within the team and with the workforce, communications, department collaboration/teamwork, setting/meeting expectations, project management.
  • OPTIMIZATION: Value stream performance (equipment and people), management interactions that augment optimization goals. If the culture is weak, it is possible to make money on the equipment side and lose money on the people side, effectively delivering less profit and a lower ROI than the ORGANIZATION is possible of achieving. Kay understands these dynamics and can guide your team as you create a culture that can optimize performance.

CLIENT LIST: Rio Tinto, Peabody Energy, ICG, Freeport McMoran, Cleveland Cliffs, Chinalco Peru, others.


  • Purdue University, Krannert School of Management, BS in Industrial Management
  • CMC (Certified Management Consultant in 2008, a certification heavily based on client testimonials and ethical work practices, only 1% of all consultants earn a CMC). 
  • Kay completed a one-of-a-kind 3-year in-depth study of management’s barriers to change and optimization. Takeaways from this study were profound and gave Kay many break-through perspectives and “aha” moments about 1) why it is hard for management teams to change and 2) how management teams impact the bottom line with their words and actions. The insights gained from this study make current change management paradigms obsolete and are Kay’s alone; the only place you can gain access to them is by working with her. You can learn more about her barrier study on this website.   

These qualifications combined with her broad field/corporate experience and her honest feedback about what needs to change make her a great business partner. She works with executives and all levels of management and functional groups (all departments of operations, maintenance, procurement, marketing, accounting, procurement, human resources, permitting, engineering, etc.) 




OPPORTUNITY: The only element with an infinite atomic number and weight. An odorless invisible element defined as a hidden or substandard set of circumstances in business that, when not acted upon, creates invisible losses that reduce profit. These losses can be eliminated by management when linked to beliefs, behaviors and numbers that drive the corporate culture, yielding a desirable green substance found in financial institutions.