George Wilkinson

George Wilkinson is a senior operating executive and trusted COO-level advisor with deep experience leading enterprise operations, global supply chains, and complex organizations through periods of growth, disruption, and transformation. He brings a practitioner’s perspective to The Teer Group, advising CEOs, COOs, and executive teams on operational strategy, performance improvement, and scalable execution. George currently serves as fractional Chief Executive Officer of NorthGate, where he partners with leadership teams to strengthen operating models, elevate execution discipline, and align enterprise strategy with day-to-day operations. His work centers on building resilient supply chains, optimizing organizational performance, and establishing governance structures that support sustainable growth. Previously, George held senior leadership roles across Fortune 500 companies, privately held enterprises, and public-sector institutions. As Group Vice President at the Flint & Genesee Chamber of Commerce, he led a multi-portfolio organization spanning economic development, shared services, grants administration, and communications—overseeing complex operations, cross-functional teams, and stakeholder-driven execution. In the private sector, he served as President and Chief Operating Officer of Walker International Transportation and as Vice President at Dana Corporation, providing executive leadership across logistics, transportation, and enterprise operations. Earlier in his career, George was a senior executive at General Motors, where he led global logistics with responsibility for a $5.7 billion worldwide supply chain. In this role, he oversaw end-to-end supply chain strategy, transportation and distribution networks, cost and service performance, and executive-level operating cadence across a global footprint—supporting business continuity, margin performance, and operational resilience at scale. Across his career, George has advised leadership teams on supply chain design, operating model effectiveness, performance governance, and execution risk—bringing a COO’s lens to translating strategy into measurable operational results.