Shaw Industries
Andrew developed his foundation in Industrial Engineering, Six Sigma, Kaizen, analytics, and plant operations. He learned early that technical skill only matters when it survives contact with the real operation.
Founder of CTQ One
I’ve spent my career making complicated work simpler.
Andrew Pangle is an Industrial Engineer, Lean Six Sigma Black Belt, operator, and systems builder who has spent more than 15 years improving complex organizations across manufacturing, aerospace, aviation, logistics, and healthcare recruiting.
His work has consistently lived at the intersection of people, process, information, and technology: finding the friction others learn to live with and building better ways to work.
- Industrial Engineering
- MBA
- Lean Six Sigma Black Belt
- Private Pilot
- FAA Part 107
- 60+ Years Combined Engineering Experience
Built this way early
More than 60 years of engineering experience across two generations.
Andrew was born and raised in Varnell, Georgia, just outside Dalton in Northwest Georgia.
His father began as an electrician, programmed PLCs, designed and built custom equipment, became a patent holder, and later served as Director of Engineering and Director of R&D at Americo Manufacturing. He is now bringing that experience to CTQ One.
Together, they bring more than 60 years of engineering experience spanning industrial operations, electrical systems, controls, equipment design, research and development, process improvement, automation, and modern software.
Andrew grew up around that world. By about ten years old, he was helping build electrical control panels in the family basement. By high school, he was doing CAD work and later working in industrial maintenance.
Technology, machinery, and process improvement were never abstract subjects. They were simply how problems got solved.
Andrew studied Industrial Engineering, first at Georgia Tech and ultimately graduating from Southern Polytechnic State University. He later earned an MBA from Kennesaw State University. The practical engineering came first, and it still shapes the way he works.
The pattern across the career
Different industries. The same problem.
Manufacturing, business aviation, packaging, airline cargo and catering, logistics, and healthcare recruiting all looked different. The underlying work kept asking the same questions.
- 01Understand how the work actually happens.
- 02Find where information, process, or incentives break down.
- 03Talk to the people doing the work.
- 04Simplify the decision.
- 05Build the system.
- 06Measure what changed.
- 07Keep improving it.
Gulfstream Aerospace
He worked on Lean and automation initiatives throughout Product Support, including warehouse and distribution systems, AOG parts visibility, automated tool management, and high-value inventory processes.
Delta Air Lines
Working directly with frontline employees, managers, technology teams, and developers, Andrew redesigned how cargo operations used information. His work included mobile cargo processing, training and compliance systems, operational dashboards, and CoNAG, a decision-support system built to identify which shipment needed attention next. The point was not another dashboard. It was turning fragmented information into a clear decision.
Ryder / John Deere
Andrew later led Continuous Improvement engineers supporting major John Deere logistics operations, applying the same approach to transportation, warehouse flow, automation, and operational improvement.
Trinity Professionals
At Trinity Professionals, Andrew began turning years of operational thinking into increasingly sophisticated internal software, automation, and data systems. The work reinforced something he had known for years: building better operating systems was what he wanted to spend his life doing.
“My job isn’t to build software.
Andrew Pangle
My job is to make good decisions inevitable.”
- Right information
- Right decision
- Right action
- Right outcome
Technology is useful when it removes friction, creates clarity, protects people from preventable mistakes, and makes the correct action easier to take.
CTQ One starts with the operation and works backward to the technology.
The origin of CTQ
CTQ started with a conversation on a golf course.
When Andrew was in high school, he was playing golf alone in Northwest Georgia and caught up with an older man waiting for the green ahead to clear.
They sat on a bench and talked. The man asked Andrew what he wanted to do with his life, then explained a simple idea: Cost. Time. Quality.
Improve one, he explained, and businesses often assume they must sacrifice one of the others. Lower cost and quality or speed may suffer. Increase quality and cost or time may rise. Move faster and something else may give.
Andrew never forgot the conversation. Instead of accepting the tradeoff as a fixed rule, he spent his career trying to beat it.
CostTimeQualityOne
system
system
Better informationBetter processesBetter technologyLess wasteFewer handoffsClearer decisions
People before process
Improvement should make work better for the people doing it.
Andrew learned from his father to treat the person on the front line with the same respect he would give the CEO. That principle became central to the way he leads improvement.
The people closest to the work usually understand problems that no dashboard can fully explain. Andrew believes in going to the operation, listening first, using the data second, and building solutions with the people who will actually use them.
His goal is not to squeeze more work out of people. It is to remove the unnecessary work. A good system should help people do their job well, know what matters, reduce avoidable stress, and go home with enough energy left for the people who matter outside of work.
“Remove the work that shouldn’t require people, so people can focus on the work that does.”
Why CTQ One, why now
For years, the ideas moved faster than the tools.
The technology changed. The objective didn’t.
Andrew has been building operational tools throughout his career, often with spreadsheets, dashboards, automation, process redesign, and custom software. Historically, turning an operational idea into polished software required access to specialized development resources. That constraint is disappearing.
Modern technology allows operational experts to move from observation to prototype to working solution much faster than before. CTQ One combines Industrial Engineering, Lean and Continuous Improvement, operational leadership, process design, data, automation, modern software, and AI-enabled development.
AI is an enabling technology, not the product. Clients should care about the result: a better operating system for the business.
What Andrew is building now
CTQ One builds operating systems for real businesses.
These are active product efforts and internal projects, not customer case studies or claimed results.
Mission Mow
A customer lifecycle and operating platform that manages lawn-service customers from inquiry through ongoing service while enabling a community give-back mission.
TrinPros OS
A unified medical recruiting operating system designed to bring fragmented recruiting tools, data, workflows, and leadership visibility into one environment.
TurfOS
An e-commerce and operations platform intended to move turf companies from manual local selling into scalable online commerce, fulfillment, and eventually complete installation-project management.
LifeOS
A private personal intelligence and autonomy project applying continuous-improvement principles to time, commitments, communication, decision-making, and personal operations.
Outside the work
Still an engineer. Just with a bigger toolbox.
Andrew still lives near the Northwest Georgia community where he grew up. Outside of work he is a private pilot, traveler, outdoorsman, golfer, and relentless tinkerer who has a habit of finding something to improve almost everywhere he goes.
He values family, loyalty, adventure, mentorship, and giving people more than he asks from them. The same curiosity that has taken him through factories, warehouses, airplanes, and cross-country road trips is ultimately what drives CTQ One.
There is almost always a better way.
Someone just has to care enough to find it.
Start with the problem
Have a problem everyone else has learned to live with?
Those are usually the interesting ones.