Industrial Manufacturing Turnaround & Growth Consultant | Interim/Fractional CEO for PE-Backed and Middle-Market Companies

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Summary

This Industrial Manufacturing Turnaround & Growth Consultant has a proven track record of transforming and scaling industrial, manufacturing, energy, technology, and B2B service organizations across private family-owned, PE-backed, ESOP, and public company environments. Recognized for driving profitable growth, he has repeatedly repositioned underperforming businesses, built new ventures from the ground up, and led multi-million– to multi-hundred-million–dollar turnarounds. This Industrial Manufacturing Turnaround & Growth Consultants leadership blends deep industrial domain expertise with exceptional team-building, operational discipline, and customer-centric strategy. He has delivered dramatic top- and bottom-line improvements, including doubling revenues, restoring profitability in distressed environments, and scaling new business units from zero to $60M. With extensive M&A and integration experience, full P&L responsibility, and a reputation for developing people and modernizing business systems, This Industrial Manufacturing Turnaround & Growth Consultant excels in leading organizations through complex transformations, cultural resets, and high-ROI strategic pivots.

Highlights

• Commercial CEO Leadership Experience
• Manufacturing-Industrial Product Solutions / Offerings
• B2B and Direct Customer Focus / Orientation
• Private Family Offices / PE-Backed / Public Companies
• Proven Results Driving Profitable Growth / Scaling • Multi-Industry Industrial Domain Knowledge
• Effective Team Builder / People Developer / Coach
• Mergers and Acquisitions / Integration Experience

Relevant Accomplishments

• Strategic repositioning of CalCom Energy engaging over 50% of the colleague base in the creation of that plan centered on renovating inefficient, mission-critical, energy and industrial plant infrastructure systems, across the food system reducing energy and operational costs while lowering carbon emissions. Revenue grew from $20M to $45M delivering a $5M EBITDA and cash turnaround with notable gross margin and overhead efficiency gains. Empowered colleagues to reshape the company culture, professionalize and modernize business processes, systems, and controls.
• Successfully led the business transformation of Datacard Group through effective execution and scaling a customer-driven business model, improving this light manufacturing, highly engineered product and technology company’s top and bottom-line financial performance from $275M experiencing profit losses into a $450M enterprise with near double-digit profitability and record level free cash flow. Grew revenues in the Americas business unit from $130M to $190M contributing 70% of the overall turnaround of $52M in the company’s profitability over a five-year span.
• Created an intrapreneurial B2B critical industrial infrastructure products, solutions and services business unit scaling from $0 to $60M over 3 years at Honeywell delivering profitable financial results, 8% profit before tax – one year ahead of business plan. Projects based business focused on renovating inefficient, mission-critical, manufacturing plant infrastructure systems, reducing energy and operational costs while lowering carbon emissions serving the Automotive Vehicle Assembly market.
• Complete P&L responsibility and day-to-day operations for an ESOP owned, privately held renewable energy solutions and services design, build, and maintain energy partner serving the transforming food system from Ag Growers to Food Processors, and Cold Storage Operations. Oversight includes strategy development, B2B sales, traditional and advanced service operations, marketing, energy application development, project design, engineering, and delivery, utility interconnections, industrial supply-chain, ecosystem partner alliances development, finance, legal and human resources.
• Orchestrated Strategic Repositioning of Renewable Energy Company. Engaged over 50% of the colleagues in that plan while more than doubling the size of the business from $20M to $45M in revenues and profitably delivering a $5M EBITDA and cash turnaround.
• Interim executive advisory services: Family office, PE-backed, as well as public companies aiming to professionalize operations. Focusing on delivering value-creating, executable strategies and initiatives based on prior, proven CEO experience and results.
• Led Specialty Contracting Company’s 2.0 Strategy & Go-To-Market Roadmap. Project engagement with Limbach’s CEO, a $600M building construction firm, in developing their external market assessment. Crafted 2.0 business strategy, multi-year roadmap to effectively prioritize and execute against it. Project’s aim was to deliver significant share price gains by focusing on high ROI markets and offerings, engagement included senior leader staff assessments, organizational plans, cultural considerations, and core business process improvement areas. Major focus areas included physical security, safety applications, smart building data analytics and sensor technologies, AR/VR and BIM technology applications.
• Interim CEO Driving Renewed Go-To-Market Strategy, Process Improvements, Accountabilities. $65M, PE-backed, UK based, global Proactive Video Monitoring, Security-as-a-Service (SaaS) rollup in the smart buildings market. Accelerated Netwatch Groups four companies, nine offices, four countries’ integration effort collaborating with the company’s Board and CEO to refine and develop their business strategy, assess leadership team competencies, realign organizational structure, implement a new US go-to-market, and expanded market and distribution strategy. New, accountability based, 2020 budgeting process, departmental continuous improvement roadmaps and cross-company leadership alignment and engagement.
• Complete P&L responsibility and day-to-day business operations for a PE-backed, market leading Customer Experience (CX) global market research service provider, conducting customer CX roadmap assessments and analysis resulting in actionable insights delivering measurable ROI through increases in top-line revenue growth and employee engagement for elite Fortune 500 global automotive, retail, restaurant, and e-commerce brands. Oversight includes sales, marketing, business development, CX services development, fulfillment and training, IT product platform development, finance, legal and human resources.
• Unexpected, Dramatic Restoring of Profitability Post Acquisition. Led strategic transformation and repositioning of the business, in parallel with navigating through the impacts of the abandonment of the company’s largest customer account representing 70% of the businesses revenues, notified of this day two on the job. Aggressively developed and implemented growth recovery efforts and restructured business in 2018, grew baseline revenues 50% in 2018, similar growth planned in 2019 with strong opportunity pipeline development. $1.5M turnaround in profitability driving a cash neutral position in 2019.
• Complete P&L responsibility and day-to-day business operations for sole ownership, privately held, market leading developer, manufacturer, installer and servicer of the world’s most durable and cost-effective industrial modular building systems, offices, and cleanrooms. Oversight included field sales, installation and training services, marketing and product development, logistics, manufacturing, finance, legal and human resources.
• Transformed Top, Bottom-Line Performance. Talent upgraded and realigned the organization to improve top and bottom- line performance through clear strategy and direction setting, prioritizing highest ROI markets, products, services, and distribution channels. Drove productivity gains, reallocating non-value-added operating expenses to reinvest in growth. B2B sales grew 12% year-over-year due to direct to end-user web experience leveraging a new Trojan Horse website, media content, and SEO / SEM optimization. Fifty percent (50%) jump in qualified, monthly direct end-user web-leads, generating 70% of the company’s revenues.
• Successfully completed succession plan with original founder and CEO in July 2011.
• Strategically Repositioned, Profitably Transformed Distressed B2B Business. Stabilized and aligned the organization improving bottom and top-line financial performance through clear strategy and direction setting, prioritizing high ROI markets, talent upgrading and development, new products, and channels. Drove productivity gains across all non-value-added expenses. Transformed an underperforming, distressed restorative dental business (declined 15-20% per year from 2006-2010), to one delivering 8% top-line growth in 2013, a bottom-line turnaround of $4.2M from 2009 to 2013, and a five- fold improvement in cash position from $1M to $5M, employee-owner ESOP share price growth of 63% from 2011 to 2013.Complete P&L responsibility and day-to-day operations for a family
• and ESOP owned, privately held, small to mid-sized multi-national, market leading developer of medical devices, material systems and services in the restorative dental market. Oversight included multi-channel sales and service distribution, marketing, technical support, warehouse operations and logistics, product roadmaps, strategic alliances and acquisitions, finance, legal and human resources.
• Instrumental in the successful transformation and turnaround of this 1400-employee company; Datacard Group is engaged in financial card personalization and secure identification products, software, and services in the physical and logical security arenas utilizing encrypted biometrics and other security features to identify, authenticate and authorize access rights to citizens aimed at the financial and government markets. In charge of the Americas Region (North, Central, and South America). Direct and indirect sales channels (over ninety dealers, master distributors, and VARs) and field delivery – including project delivery, custom product manufacturing, software development, engineering, ongoing technical support, and service. Conducted business direct B2B with large to mid-sized financial issuers (Chase, HSBC, Citibank, Bank of America, Mountain America) and government agencies and officials in 30+ countries across US, Canada, and Central and South America at both federal and state levels. Negotiated with global customer accounts (Gemalto, Oberthur, G&D, Sagem, ABnote) in US, Canada, France, Germany, UK, Australia, and Eastern Europe. Managed a multinational workforce of ten direct reports. Member of the Senior Leadership Team reporting to the CEO; interfaced with the Board and participated in quarterly Board Meetings.
• Transformed Top, Bottom-Line Performance. Member of the senior team that strategically repositioned and transformed Datacard over a 5-year period, turning around the company’s top and bottom-line financial performance from a $275M level experiencing profit losses into a thriving $450M enterprise – driving double-digit profitability, record levels of free cash flow.
• Delivered top-line growth from $130M to $190M (CAGR 8%) and bottom-line profit growth from $48M to $85M (CAGR 15%) for the Americas Region – growing gross margin rates by seven points while reducing days sales outstanding from 70 to 50 days. Americas Region profit growth contributed to 70% of the company’s overall profit turnaround.
• Grew Latin American Region at a CAGR of 30% – quadrupling business from $8M to $32M in revenues in five years; gross margin rates grew five points while operating expenses remained level during this time.
• Strategic Acquisitions. Drove the M&A activity and integration of two niche card personalization platforms to capitalize on the emerging gift card market in North America – taking revenues from $7M to $12M in 2 years.
• People Engagement. Recorded “best practice” levels of employee engagement and senior leadership effectiveness while driving required changes across the business as measured against external peer comparisons (part of the company’s All-Colleague survey results prepared by Kenexa, Inc., an outside services firm).
• Played a key role in driving top-line revenue growth for the $5B Home and Building Control division. Hand-selected by division and corporate leadership to spearhead the Industrial Business Unit as part of new top-line growth initiatives. Member of the Senior Leadership Team directing the $60M business unit, including divisional and corporate-level interaction in strategic and operational planning. Managed eight direct reports overseeing 175 personnel. End-to-end responsibilities included strategic planning, marketing, product roadmaps including internal developments, partnerships, acquisitions, branding, B2B global sales development, project delivery, software engineering and recurring services. Global P&L accountability.
• Innovative Startup Leadership. Developed and achieved buy-in for original business plan to support a $5M two-year seed investment. Created a new intrapreneurial B2B venture focused on delivering technology enabled, critical infrastructure solutions in the Transportation, and Food & Beverage markets.
• Business Growth, Profitability. Ignited global industrial infrastructure solutions business from $0 to $60M over 3 years and delivered profitable financial results, 8% profit before tax – one year ahead of original business plan. Equally split between organic and inorganic growth.
• Strategic Acquisitions. Drove the M&A activity and integrated two strategic acquisitions ($3M application hardware and software company; $4M system integration company) into the business unit – both acquired companies exceeded their revenue synergy commitments, growing to over $30M during this 3-year period.
• New B2B Customer Accounts. Secured range of new global energy service agreements with Fortune 100 companies (Ford, Caterpillar, Toyota, Anheuser Busch, Coca Cola) – growing products and services revenue streams associated with new customer accounts from $5M to $30M across the US and Canada maintaining deep executive customer relationships.

Roles

• Director
• General Manager
• Vice President
• CEO

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