Biography
Expertise: Change/Growth Leadership, Strategic Planning, Organization/Team Building, Private Equity Investor/Board Relationships, International Business, Supply Chain Management, Reverse/Aftermarket Logistics, Manufacturing Processes, IT Systems Integration, Outsourcing/Off-shoring, Business Development/Account Management, Recruiting, Retail Operations, E-Commerce, Customer Service/Call Center Operations, and Defense Finance, Purchasing, Major Systems Acquisitions, and Logistics.
Industries: Manufacturing, Distribution, Retail, E-Commerce, Aerospace, and Defense.
A C-Level executive with over 25 years of senior executive and general management experience leading change and growth in a variety of manufacturing, retail, and distribution businesses. Leading by example, he builds strong teams and motivates colleagues to excel in improving performance and profitability, particularly when decisive change/growth leadership is needed. With a strong international, operational, and financial background and experience with private equity investors and boards, he is a creative strategist and dynamic, pragmatic implementer. He has worked in highly competitive environments with mandates for aggressive revenue growth, rigorous cost control, and high customer satisfaction.
As Executive Vice President and Chief Operating Office, he led the rationalization and growth initiatives of a $200MM private equity investment in an industry leading manufacturer and distributor of foodservice equipment, supplies and services to the restaurant, hospitality, and sporting industries and a leading supplier of custom fixtures to major retail chains. By aligning costs with revenues, harmonizing sales efforts, and leading operational improvements and IT integration, EBITDA grew by $11MM, Gross Profit Margin increased 21%, SG&A costs decreased 24%, productivity increased 17%, purchasing initiatives reduced the vendor base by 63%, and leveraged buying lowered material costs 15% and comp COGS by over $5MM.
Earlier, he was promoted to President/Chief Executive Officer from Chief Operating Officer and became responsible for maximizing return on a $320MM private equity investment. As COO, he streamlined and enhanced operations of the comprehensive information technology, distribution, and customer response services provider for market leading retailers and manufacturers. Under his leadership, productivity increased 400%, same day shipping rates reached 100%, inventory accuracy improved 50%, costs decreased 62%, earnings rose 80%, and annual client sales reached $400MM.
Previously, he was the change and growth CEO of a $710MM global marketing and reverse logistics business for slow moving inventories and idle assets. He led 4,000 employees in 20 countries. By re-engineering the organization, improving operations/processes, implementing innovative Internet capabilities, growing market share and sales, and upgrading IT resources, he increased revenues by $350MM, increased profit margins 50%, raised productivity 300%, and improved profitability by $345MM.
He has also launched the start-up supply chain management operation for a venture capital backed spin off of Sears and turned around international supply chain operations for the Case Corporation.
A “fast track”, highly decorated Navy Captain, he held senior business and financial executive positions in the high tech submarine and aviation communities and was performing an Admiral’s job when he chose to enter the private sector. Earlier Navy experiences included highly classified submarine operations and positions of increasing responsibility in supply chain management, procurement, finance, accounting, project management, systems development, manufacturing, IT management, retail, foodservice, and customer care.
He has an MBA from the Wharton School at the University of Pennsylvania and a BIE degree from Georgia Tech. He has also completed the Senior Executive Program at the Kellogg School at Northwestern University and attended the Brookings Institution/European Institute of Public Administration.
-------------------------------- Resume ----------------------------
SUMMARY:
A dynamic and decisive C-Level executive with substantial change and growth leadership experience and an extensive international, operations, and financial background, who has led and managed organizations in a variety of manufacturing, retail, and distribution industries. Experience includes significant P&L responsibility, work with private equity investors/boards, and improving performance and profitability with decisive change management and growth leadership. Leads “by example” and raises expectations, builds strong teams, and motivates exceptional execution in tough, highly competitive environments requiring aggressive revenue growth, rigorous cost control, and high customer satisfaction. Executive proficiency is demonstrated in formulating and implementing creative strategies and initiatives that produce dramatic improvements in operational and earnings performance. Prime areas of expertise:
• Strategic Planning
• Business Growth/Profitability
• Process/Cost Rationalization
• Supply Chain/Distribution
• Aerospace & Defense
• E-Commerce/Internet Ops
• Marketing & Sales
• International Operations
• Manufacturing Processes
• Retail Operations
• Sourcing & Outsourcing
• IT Systems Integration
PROFESSIONAL EXPERIENCE:
Private Equity/Mid-Market Advisory Firm, Illinois, USA
2007 - present
Principal
C-Level advisor and prospective CEO/board member, assessing and refocusing the business processes and strategic endeavors of mid-market firms to align costs with revenues, grow sales, and improve profitability.
Manufacturer/Distributor, Missouri , USA 2005 - 2007
Executive Vice President and Chief Operating Officer
Led the harmonization, rationalization and growth initiatives of a $200MM private equity investment in an industry leading manufacturer and distributor of foodservice equipment, supplies and services to the restaurant, hospitality and sporting industries and a leading supplier of custom fixtures to major retail chains. Customers include “high end” public and private brands like Oceanaire, Ruth’s Chris, and Ted’s Montana Grill; large corporate owned and franchised brands such as Applebee’s, Chili’s, Chipotle, and Dunkin’ Brands; internationally expanding fast food chains including Arby’s, Burger King, Church’s, and Popeyes; “big box” retailers like Walmart, Sam’s Clubs and Lowe’s; and major entertainment and hospitality brands such as NASCAR tracks, AMF and Brunswick bowling centers, and Extended Stay America Hotels. Harmonized sales efforts and improved contribution margins by integrating and upgrading the proficiency and productivity of project management, design/engineering, IT/ERP, manufacturing, inventory management, sourcing/purchasing, distribution, transportation, installation, and customer service functions of business units in several states, serving a national and international customer base. Aligned costs with revenues; redesigned/streamlined business processes; improved workforce productivity; and rationalized and leveraged operational, logistics, systems, and value chain synergies.
• Increased EBITDA by $11MM, increased Gross Profit Margin 21%, and reduced SG&A 24%.
• Reduced vendor base 63% -- leveraged buying lowered material costs 15% and comp COGS $5MM.
• Consolidated divisional inventories – lowered investment by $5MM (25%), raised accuracy to 99.9%.
• Outsourced transportation management to reduce costs by 10%.
• Sourced stainless steel manufacturing in Mexico and China to reduce landed costs 15%.
• Increased productivity 17%, manufacturing first pass quality to 99%, and on-time shipping to 98%.
E-commerce Company, Ohio, USA
2001 - 2005
President/Chief Executive Officer and Chief Operating Officer
Promoted to President/CEO of a $320MM private equity investment built to provide comprehensive information technology, distribution, and customer response services for market leading retailers and manufacturers. Led dramatic turnaround in operational performance and profitability and maximized private equity investor return. Integrated a large, multi-state workforce with process improvements and best-in-class technology/infrastructure to provide scalable IT, distribution, inventory, returns, and customer relationship services. Achieved annual client sales of $400MM, leveraging company operations to minimize client capital investment and operating expenses, increase client cash flows, upgrade returns processing/revenues, and improve customer satisfaction from on-line shopping to at-home delivery.
• Increased productivity 400%, raised same day shipping rates to 100%, improved inventory accuracy to 99%, decreased costs 62%, increased revenues per associate 400%, and raised earnings 80%.
• Completed IT integration of Oracle, Siebel, Manhattan Associates WMS (PKMS), and Rapistan conveyor systems in over 1 million square feet of distribution centers in Tennessee and Ohio.
• Completed Siebel CRM software integration and improved operational proficiency of two 520-seat “state of the art” Call Centers in Florida and Ohio.
• Raised productivity in Call Centers by 35% and reduced customer hold times to less than 5 seconds.
• Worked with investors/board to complete the start-up strategy following investments totaling $320MM.
• Primary relationship executive -- provided “best in class” service to high-end, brand sensitive retailers: Estee Lauder, American Eagle, Eastman Kodak, RadioShack, Gloss, Vivre, and Ferragamo.
National Furniture Retailer, Illinois, USA
1999 - 2001
Vice President Supply Chain Management
Launched the start-up of supply chain management operation for a venture capital backed spin off of Sears. Ran the largest non-merchandise component of a $700MM national retailer. Managed a $105MM budget and a 900-person workforce.
• Responsible for the operational integration of Supply Chain with Merchandising, IT, Advertising, Finance, Quality Control, Customer Service, and domestic/global manufacturers to support sales growth of 15%, built second-to-none in-home customer service, and aligned costs with revenues in highly competitive markets served by 136 stores in the US, Puerto Rico and Hawaii.
• Championed and led the implementation of a process driven operations strategy to leverage HomeLife’s zero inventory business model, grow market share, and offset a $20MM short fall in cash flow that was not anticipated in HomeLife’s business plan for separating from Sears.
• Reduced distribution center requirements by 25%, reducing costs by $10MM per year.
• Implemented outsourcing of logistics – reducing annual costs by $15MM.
• Conceived and led prototype of an Internet-based reverse logistics project. Results demonstrated a potential 50% reduction in $30MM returns cost.
• EBITDA increased by 70%.
International Heavy Equipment Manufacturer, Wisconsin, USA 1997 - 1999
Director, International Supply Chain Management
Led international supply chain operations between North America, Europe, Middle East, Africa, Latin America, Asia, and Pacific Rim business units. International sales increased $330MM to over $2.6BB and accounted for 45% of company’s net sales – 375K shipments per year to 150 countries.
• Managed strategic outsourcing venture and re-engineered global supply chain operations – turned around operational performance, increasing productivity 40%.
• Responsible for harmonizing 300K SKUs across global business units.
• Integrated IT, Sales and Marketing, Finance/Accounting, Manufacturing, and Supply Chain operations among global business units – reduced unit costs by as much as 70%.
• Helped formulate and implemented corporate Supply Chain strategies, contributing to a $62MM reduction in supplier, manufacturing, and distribution costs, 50% reduction in order delivery time, and company sales growth 170% above the industry average.
International Marketing, Sales, and Distribution Business, Michigan, USA 1993 - 1996
Chief Executive Officer
Aggressively realigned business structure, processes, and operations and grew sales and profits of a $710MM global marketing and aftermarket logistics business, with a $170MM environmental subsidiary. Led 4000 employees at 200 sites in 20 countries. Sold slow moving inventories and redundant assets of distributors, transportation providers, factories, retailers, restaurants, hotels, hospitals, schools and offices. Sales included slow moving service parts, industrial tooling, medical equipment, electronics, aviation and IT/Telecom products, vehicles, home furnishings, restaurant equipment, apparel, consumer goods, and commodities.
• Grew annual revenues by $350MM; increased profit margins 50%; raised productivity over 300%; grew per employee revenue 136%; improved profitability by $345MM; eliminated $200MM annual subsidy.
• Refocused global enterprise on three objectives: (1) quick profitability, (2) outsource non-core functions, (3) improve accountability and productivity.
• Aggressive sales growth doubled revenues – offset projected $200MM loss in 12 months.
• Opened new markets in Eastern Europe, Africa, Latin America and Asia.
• Established $6MM profit-sharing plan to motivate creativity/initiative and boost profitability.
• Negotiated milestone trademark agreement with Warner Brothers to create brand awareness.
• Increased commodity sales margins 20% with an innovative, competitive sales initiative.
• Pioneered Internet marketing and sales in 1994. Used digital photos and videos. Developed the first Secretary-of-the-Treasury approved security protocol for Internet credit card use.
• Modernized global IT capabilities and implemented ISO 9000 and Six Sigma programs to improve productivity and accountability – reduced workforce 10% as workload increased 300%; implemented daily, store specific profitability and operational performance reviews.
• Used Internet technology and consolidated operations to cut costs – as a percentage of revenues: reduced operating expenses 47%, cut SG&A expenses 30%, and lowered labor costs 38%.
• Created and implemented a landmark outsourcing strategy forming business alliances and joint ventures to leverage asset equity and increase profitability an additional $210MM.
UNITED STATES NAVY 1969 - 1996
Chose to leave the Navy in 1996, as a “fast track”, highly decorated Captain performing an Admiral’s job.
Assignments prior to 1993:
Chief Financial Officer, U.S. Submarine Force, Washington, DC 1991 - 1993
Managed $11BB budget. Developed financial strategy to improve the technological, supply chain, and operational effectiveness of global submarine forces and related industrial/logistics/R&D infrastructure. Implemented strategy to fully fund highest priority multi-billion capital expenditure project for 21st Century.
Chief Logistics Officer/Chief Financial Officer, Norfolk, VA and Charleston, SC 1989 - 1991
Led the turnaround of supply chain and finance/accounting operations for a nuclear industrial complex. Managed $10MM budget and 56,000 SKUs/$21MM service parts inventory. Also led $2MM consumer products retail and foodservice business and a $2MM retail banking service. Led 600-person workforce.
Director of Logistics, Assistant Secretary of the Navy, Washington, DC 1986 - 1989
Promoted from Deputy Director for Aviation and Missile Programs, responsible for acquisition oversight of all Navy/Marine Corps aerospace projects. As Director of Logistics, formulated supply chain strategies for Navy/Marine Corps and oversaw: $150MM flexible manufacturing systems projects; $2.5BB global grocery/consumer goods retailer, restaurant, and hotel conglomerate; and 2.5MM SKUs/$8.5BB service parts business. Led senior level industry, interagency, and Congressional policy/project initiatives.
Deputy Program Manager, F/A-18 Acquisition Program, Washington, DC 1983 - 1986
Led business and finance function for $45BB “first-of-a-kind” high tech aircraft and jet engine development, production program; managed $2.8BB budget and 100-member business team. Reduced cost 25%, initiated prototype business/IT systems, and worked with senior industry, government, and Congressional leaders.
Other Navy Submarine/Operations, Logistics, Procurement, and Finance Executive Jobs 1969 - 1983
EDUCATION and COMMUNITY SERVICE
Bachelor of Industrial Engineering, Georgia Institute of Technology (1969)
Master of Business Administration, Wharton School of Business, University of Pennsylvania (1977)
Senior Executive Program, Kellogg School, Northwestern University (1992)
The Brookings Institution/European Institute of Public Administration (1995)
Served on the board of nine prominent not-for-profit organizations |