Green Energy - Energy Storage - MagLev

Disclosure of all the Project Leaders and their qualifications is on an as needed basis. They will help to provide specific leadership and focus needed for continuity on each project.

Each project has a dedicated Project Leader and team, however, the staff of scientists, PhD's, and engineers may overlap at times to resolve specific engineering or scientific issues on an as needed basis due to the synergy and overlap of the projects.

Our Associates including PhD's, scientists, engineers and others represent a wide range of professional experiences from high energy electromagnetic physics, utility grade power distribution, energy storage, to mechanical engineering and manufacturing with a wide range of disciplines to help in the successful development and completion of the projects.


Jeffrey R, Wingad, Trustee Managing Director


Areas of Expertise

  • Electrical, Mechanical, Industrial Engineering with MBA studies
  • Business development - start-ups - feasibility studies
  • Intellectual property development, patents and licensing
  • Product development - commercialization - manufacturing
  • Project Management installing ERP/MRP and supply chain management software
  • Plant layout - lean manufacturing methods and increased productivity
  • Elimination of scrap, rework and the resulting hidden manufacturing factory
  • ISO-9000 Quality systems and manufacturing documentation
  • Strategic management and continuous improvement Dr. Edwards Deming philosophy
  • Gap analysis and prioritizing critical path operations and backward scheduling
  • Negotiations, Joint Ventures, cross licensing and licensing
  • Creating a positive management environment resulting in genuine motivation of people

  • The management question is what really motivates people and employees?
    The answer is not with fear or incentives as typically seen in corporate America. It is not just positive thinking; it is a new discovery on how we are naturally motivated to continually improve all things. Jeff was mentored by Dr. Edwards Deming in the 1990's to apply rapid turn around of a company by changing the management environment. Dr. Deming was credited with turning Japan around from low quality to superior quality and establishing a management environment to facilitate continuous improvement and excellence. The improved products resulted in a competitive advantage with more sales, more profits, more satisfied customers and employees. Today in Japan the highest award for excellence is the Deming Prize,

    Why understand and apply the genuine universal motivator of people?
    We are all born with a mind and time. How well we use one determines how well we use the other.
    The better we function mentally, the better we use the time we have and the more productive we are. To the degree that we operate out of genuine motivation, it is the degree that we have natural abundant energy, enjoy a quality life and perhaps the quality time we have to live it.

    This life mastery is very urgent for all to understand as it provides the path to genuine job satisfaction and successful relationships, which in turn, gives us the peace of mind to maintain our mental, physical and spiritual health. It does not matter where we are at if we are on a path to improve in every aspect of our lives.

    Asset or Liability?
    Employees are our greatest asset or our greatest liability, depending on their ability to make the right decisions, turn knowledge into skills, be diligent and cooperate with others. Knowing the true motivator of people is a tremendous breakthrough in not only the continuous improvement of products and services and customer satisfaction and retention, but also in the continuous improvement of people.

    How do we Manage?
    We quickly identify and remove the bottlenecks or rocks in the process flow or operations. We help bring focused attention to the business and projects in a new way and identify areas of improvement. We also conduct operational audits, marketing reviews and industrial engineering analysis. We then determine the specific gaps and how to correct them.  We facilitate advancing our organizations to the stage of "optimizing & continuous improvement". (see chart below)

    No matter what stage you are at on the chart below in the evolution of business maturity, we can rapidly turn around from a rough start up to a smooth running company with the genuine motivator of continuous improvement and empowering our employees so they can effectively lead and train others to create a positive and motivating environment, displacing fear and intimidation with employee satisfaction and productivity.


    Less Mature




    More Mature


    Rough, chaotic, unstable, little communication, poor or no documentation, high stress. Organization tends to be impulsive. Demolition derby.


    Process is shaky but can be done by certain skilled individuals or equipment. Program and processes are being refined & more organized.


    The process is defined, and institutionalized. The processes are often recorded in procedures, process guide, or QA documents.


    Process controls are in place with measurements quantified and managed. Clear documents, clear job descriptions & clear requirements.


    The process becomes a feedback loop in itself. Feedback from all operation teams, lead to continuous improvement of all operations.

    Typical Metrics

    Random, demolition derby, high stress, dysfunctional

    Typical Metrics

    Baseline, Projects and programs

     Typical Metrics

    Products and services

    Typical Metrics

    Ratios, Process + feedback for control

    Typical Metrics Process + feedback for improving the process, profits, customer satisfaction, and loyal employees. Positive work environment

    Copyright © MAGWERKS TRUST 2013


    Entrepreneurial Expertise Assessment for Jeffrey R. Wingad

    This was determined by our New Venture Profile™ technology as administered by the Wasatch Venture Fund in Salt Lake City, Utah. The questionnaire that you completed have been designed especially to evaluate your readiness to venture, but may be useful to a wider range of interested parties including a partner, venturing team member, spouse, financial backers, potential investors, and bankers.

    Your Individual Entrepreneurial TYPE:
    " (10) CEAD -- Classic Expert Entrepreneur "

    Generally, the CEAD lives up to his or her venturing potential.  These venturers make up the group from which many great success stories come.  They are venturing experts by training, awareness, desire, resource availability, and discernment.

    Although random setbacks can trouble even CEAD's, they generally have the mix of attributes which permits them to surmount them.  A CEAD is successful because he or she "has the bases covered".  As experts they have a much more complete, detailed and extensive set of success patterns (scripts) than do novices, or other "expert" venturers (IEAD, IRAD, CRAD).

    Although many other venture types can be successful, this type is more successful in both magnitude and longevity.  This does not mean that the CEAD is invincible; only that the chance that they will falter is generally lower.

    First, keep it up: keep right on venturing.  You create the jobs and opportunities for the rest of the economy.  Classic Expert Entrepreneurs are only found (preliminarily) in 4% of the business population.  This means that for every one of you there are twenty four who could benefit from your expertise.  Which leads to the second suggestion: volunteer.

    Become active in your local or regional venture group, get involved in the Entrepreneurial Center at a nearby college or university; or make yourself available to a Small Business Development Center.  Not that there is nothing left to learn for you; but there is much more for you to share.  Don't be stingy


    A "C" most likely indicates that you are aware or conscious of the common patterns which occur in entrepreneurial activity.  Realization that there is a venturing "script" is a key ingredient in overall entrepreneurial expertise.  This could come as a result of training, or from a general awareness which comes from experience.

    A "E" signifies that you probably have a high desire or eagerness to be involved in business venturing, that you are ready to take action to make this a reality. E's generally have been "primed" to venture, most often from past experiences either good or bad, and from their perception of their ability to succeed in a particular deal or deal environment.  They would rather "plunge in" than miss a great opportunity.

    An "A " probably means that you have resources (cash, technology, contacts etc.) and acumen which makes you able to be a "player" in the new venture arena.  Often A's assume that because they are "able", they are "capable", which is not always the case, and results in losses incurred but experience gained.  A 's also have, or should understand that some kind of "bargaining advantage" is required for long-term venture success.

    A "D" most often describes the level of capability you possess to discern whether conditions within and surrounding the venture fit the entrepreneurial success script.  D's generally have a significant level of experience in a particular new business domain, and may often recognize more quickly what novices in this domain take a while to see.  Often a D can have a larger, more-differentiated knowledge structure, with less biased recall of information relevant to particular new venture problems.

    An "I " typically is unaware of and may not believe that an "entrepreneurial expert script" is possible.  I's usually make their venturing judgments based upon intuition, instinct or their knowledge of human nature .  They may be unaware of the expert script which they actually follow when the script is "acquired but unconscious".

    An "R" means that you are reluctant to venture, perhaps more risk averse or cautious in economic endeavors.  R's would rather not have to worry about venture risk, preferring instead to spend time and resources elsewhere.  An R prefers to be thoroughly informed, and would rather get through life financially in one piece, than to "make it big". 

    An "L" probably means that you are somewhat limited in your capability to participate in new venture activity.  This may result from lack of sufficient resources, or from personal preferences and sphere of influence which are not as closely associated with the entrepreneurial community.  An L may also indicate the lack of a venturing track record or small numbers bargaining advantage in competitive situations.

    A "G" indicates that some guesswork is a part of your new venture profile.  The odds go against those who attempt a new business in "uncharted waters".  Accordingly G's should carefully consider the risks associated with not "sticking to their knitting" (Peters & Waterman, 1982).  Also, a G might indicate the propensity for you to unwisely consider diversification outside your "target zone" of extraordinary expertise, to be overconfident of your venturing ability, or to be a bit out of touch with venturing realties.

    Jeffrey R, Wingad, Trustee. (not .com) Phone: 801.550.7070