Resume

Discuss Your Opportunity

Private Equity Portfolio Leader

Mergers & Acquisitions (M&A)

Turnaround Management

Executive Summary

Visionary Strategic Planning

Highly committed, analytical, and performance-driven Chief Executive Officer with strong proficiency in turnaround management, strategy formulation, operational execution, and merger integration. Entrepreneurial mindset refined through leadership roles in domestic and international manufacturing, distribution, and service industries. Regarded for ability to drive processes, and build and motivate diverse, cross-functional teams.

Record of leading companies in crisis, and private equity-backed businesses to success and early exit strategies. Achieve success with contemporary leadership strategies driven by new business technologies. Built reputation for effectiveness by specializing in high potential, under-performing organizations.

Skills

Key Strengths

  • Operational & Turnaround Management

  • Mergers & Acquisitions (M&A)

  • M&A Strategy & Due Diligence

  • Value Creation

  • Team Collaboration & Leadership Skills
  • Multinational Manufacturing Operations
  • Revenue Generation
  • Sales & Marketing
  • Private Equity Transaction Origination
  • Digital Marketing Strategies
  • Private Equity Portfolio Leader
  • Certified Master Black Belt-Lean/Six Sigma

“C” Level Consultation Services
Dallas, Tx
2015–Present

Private Equity Firms and Manufacturers

 

  • CEO of healthcare testing company
  • CEO of manufacturer of precision power supplies
  • CRO of hydraulics manufacturer
  • CRO of warehouse automation company
  • CRO of heavy haul business advisor to manufacturer of car wash systems

    B&G CRANE SERVICE LLC
    New Orleans, LA (HQ)
    2013–2015

    Chief Executive Officer

    • Restructured organization to significantly reduce operating costs and SG&A and significantly improved efficiency in 4 Gulf Coast locations
    • Increased year on year sales 13% and EBITDA 90+% through aggressive marketing and cost reductions
    • Led discussions with potential strategic buyers. Facilitated highly successful exit.

      Grindmaster Cecilware (GMCW)
      Louisville, KY
      2011–2013

      Chief Executive Officer

      • Rebranded the company from Grinsmaster-Cecilware to “GMCW” with bold, new positioning strategy that delivered record revenues and net earnings through disciplined expense management, M&A-driven synergy, operational efficiencies of scale, and managerial execution.
      • Implemented an aggressive product development strategy while eliminating over 1,000 low- and negative- margin SKU’s. Initiated and led re-branding concepts and maintained authority over product line imagery in large-scale marketing documents.
      • Formulated and deployed a strategy that consolidated three U.S. plants into one and saved many millions of dollars per year for stakeholders. Results exceeded plan and led to increased profitability.
      • Increased gross margin by 9% year-over-year. Integrated critical management process across several internal platforms that reduced operating costs.
      • Led an enterprise-wide effort to top-grade all senior staff positions within the company in first 14 months; upgraded talent at all levels across functions (sales, marketing, engineering, plant management).
      • Secured International Organization for Standardization (ISO) certification status for company’s plants in U.S. and Thailand. Earned ISO-based certification in customer engagement and service quality.

        Permian Holdings
        Dallas, TX
        2007–2011

        Chief Executive Officer, Director

         

        • Maintained profitability and cash flow at 65% of historical during 2008 market downturn, exceeding key competitors through aggressive expense management and temporary plant closures.
        • Consolidated purchasing and operational systems across 11 plants in 3 states that led to significant reduction in the cost of goods sold.
        • Acquired bolt on acquisition 70% of the size of the platform 18 months after initial acquisition and engineered beneficial exit through dividend recap.

        ALIX PARTNERS
        Southfield, MI
        2004–2011

        Turnaround Management Consultant

        • Led successful liquidation of a $66B mortgage lender as interim Chief Financial Officer (
        • Facilitated and directed sale of a $480M automotive and mobile home components manufacturer to a private equity investment firm.
        • Served as Chief Restructuring Officer of a $50M architectural wood products company and CFO of a construction equipment dealership group with 8 locations seeking executive guidance.

          Permian Holdings
          Dallas, TX
          2007–2011

          President & Chief Executive Officer

          Tripled EBITDA from an under-performing events business unit to $3M from $900K. Reduced operating expenses by 17% while increasing penetration rates in key geographies.

          Early Career

          President & Chief Executive Officer, DVMI Inc.

          Newark, NJ + Los Angeles, CA 1996-1999

          President and Chief Executive Officer, American Excelsior, Inc.

          1994-1996

          President, North American Operations & Director, H&K International, Inc.

          Dallas, TX 1992-1994

          President and Chief Executive Officer, American Excelsior, Inc.

          1994-1996

          President and Chief Executive Officer, American Excelsior, Inc.

          1994-1996

          Education

          Masters Business Administration

          University of Central Florida

          Credential

          University of Chicago, Booth XMBA Program