Dear Recruiter:
Does one of your clients need a CEO, COO, President, or Manager of a Group or Division?
The $400 million company I helped "turnaround" and then build over seven years, as a key operating executive, has grown, internally and by acquisition, eight fold and has increased EBITDA from $5.6 million (11.9% of sales) to $88.8 million (22.4% of sales) ... becoming the Aerospace Industry's most profitable company on a percentage basis.
In addition to my operating responsibilities, I worked closely with our CEO and professional advisers as we raised capital for our internal expansion and acquisitions by refinancing the company, completing an IPO (NASDAQ) at $11.00 per share, completing a secondary issue at $17.00 per share a year later, and ultimately selling the company to Merchant Banking Partners for $23.00 per share.
While finding a challenging opportunity is my primary goal, you should know that my total annual compensation has ranged from $410,000 to $555,000 in recent years.
Should we talk?
Sincerely,
Resume follows:
OBJECTIVE
MANAGEMENT POSITION, ENTREPRENEURIAL OPPORTUNITY, BOARD POSITION, CONSULTING ASSIGNMENT.
SUMMARY
Growth oriented executive with over thirty years of increasing responsibilities in positions such as: President and Chief Operating Officer, Senior Vice President, Vice President and General Manager, Vice President Sales and Marketing, Director of Operations, and Director of Marketing ... often serving as a Corporate Officer and a member of Subsidiary Boards of Directors. Participant in an LBO, Refinancing, IPO, Secondary Issue, and Bond Issue. Demonstrated abilities in: analysis and strategic planning; turnarounds and restructurings; acquisitions, consolidations, and divestitures; system integration; quality improvement; product development; and building and leading decentralized organizations at the Subsidiary, Division, Group, and Corporate level ... frequently in a highly leveraged environment.
Successful experiences in sales and marketing to the following industries domestically and internationally: Commercial Aerospace, Military Aerospace, General Aviation, Department of Defense, Automotive, Industrial, Computers, Communication, Electronics, Government, and Wholesale/Distribution.
Products developed, engineered, manufactured, marketed, and sold include: components, systems, machinery, wire and cable, diagnostic computers and equipment, switches, relays, lights, harnesses, backplanes, printed circuit boards, sockets, electronic assemblies, batteries, stampings, moldings, drawings, cold headed parts, screw machine/turned parts, extrusions, electro-mechanical assemblies, contacts, connectors, hermetic devices, mil-spec contacts, aircraft parts, ... on a branded and private label basis.
PERSONAL
Age 57. Married. 6'0" 240 lbs.
EDUCATION
University of Wisconsin, Business Extension, Madison, Wisconsin
1972-1975; Ohio State University, Columbus, Ohio, 1Q1965;
Ohio University, Athens, Ohio, 1963/64
EXPERIENCE
HOLDING COMPANY
12/94 to 1/02
Start-up founded in 1989 to acquire and consolidate niche Aerospace companies. IPO in 1997. Private since 1998 acquisition by Merchant Banking Partners.
(11/99 to 1/02)
CABIN MANAGEMENT GROUP
PRESIDENT
This group is the leading provider of Cabin Interiors (Cabin Control and Entertainment Systems, Seating, and Furniture) for VIP, Head of State, and Corporate aircraft. Operated 10 profit centers, 1.1 million square feet, acquired between 12/1997 and 6/2000, organized into three divisions, 1,500 employees, creating the dominant supplier of cabin interior components for corporate jets, manufactured by Boeing, Bombardier, Cessna, Dassault, Gulfstream, and Raytheon.
Increased revenue from $84.1M in 1997 to over $200M in 2001 and EBITDA from $11.6M to over $40.0M. Integrated 10 independent companies into one cohesive Group. Offered for sale the first “single source”, complete, fully engineered and fabricated, pre-fit, pre-wired, pre-plumbed corporate cabin interior, ready for installation and FAA Certification. Booked a contract for the first complete, fully integrated cabin interior and delivered a Flight Ready First Article in less than six months. The contract was for 300 aircraft over seven years for a new Business Jet.
(4/98 to 11/99)
HOLDING COMPANY
PRESIDENT AND CHIEF OPERATING OFFICER
(NASDAQ)
Operated the then existing nine businesses organized in two groups, Systems Group and Components Group and provided leadership as we acquired and integrated additional businesses and experienced rapid internal growth.
Year over year revenue increase: 1998, 38.1% and 1999, 62.2%. Corresponding increase in EBITDA: 60.9% and 107.7%. Completed eight acquisitions in the 1998/1999 time frame. Sold Holding Company to Merchant Banking Partners for $23 per share. Reorganized into three operating groups to manage rapidly growing businesses focused on the OEM and Retrofit markets for Commercial and Regional Air Transport and Cabin Interiors for Corporate, VIP and Head of State aircraft. Holding Company reached $400M in 2001 and was the Aerospace Industry’s most profitable company on a percentage basis.
(12/96 to 4/98)
HOLDING COMPANY
GROUP VICE PRESIDENT OF COMPONENTS
Promoted to establish Components Group, which divided the company into a Systems Business and a Components Business.
Year over year growth: 1997, 48.2% and EBITDA, 66.6%. Holding Company exceeded $100M for the first time in 1997. Components Group represented over 70% of revenue. In April of 1997 played an instrumental role in preparation of the Prospectus and Road Show as Holding Company was taken public at $12 per share.
(12/94 to 12/96)
ELECTRONICS INTERNATIONAL, INC. (EII)
PRESIDENT
EII, a Holding Company Subsidiary, is the world’s largest manufacturer of “mil-spec” electronic contacts (400 million contacts per year) for use in connectors for Military applications and Commercial Aerospace applications. Holding Company, $46M in 1994, recruited me to “turn around” EII, $25m in 1994. Operated Primary Manufacturing facilities in Switzerland and California and Finishing Operations in California. Marketed product to customers worldwide and additionally “private labeled” contacts to all of the major manufacturers of connectors.
Returned EII to profitability in 1995 through cost reduction, improved process control, an overhaul of quality control, and revenue growth. Received highest “Vendor Performance Ratings” from top customers Boeing, Collins, McDonnell Douglas, AMP, Amphenol, ITT and received ISO 9001 Certification. Booked “long term agreements” with key customers. Acquired and consolidated largest competitor’s manufacturing assets and booked a Private Label Supply Contract thus removing a competitor from EII’S niche and increasing EII’S market share to approximately 80%. Completed turnaround in 1996 and set a revenue and earnings record in 1997.
BIG, INC.
8/78 to 7/94
Subsidiary of Big Industries, Inc. (NYSE) through 1983. Privately-owned LBO since 1984.
(12/84 to 7/94)
BIG INTERCONNECT SYSTEMS DIVISION
PRESIDENT
This division designs and manufacturers “mil-spec” and commercial connectors, cable, harnesses, backplanes, enclosures, and switches, sold to Military, Aerospace, Industrial, and Automotive customers in North America, Europe, the Middle East, and the Pacific Rim. Operated the division (three profit centers, 600 employees) as a stand-alone entity with corporate support services consisting of tax and treasury functions. Same responsibility as Vice President and General Manager from (12/84 to 1/89).
Increased sales from $24.8M in 1983 to $34.8M in 1988, which was the division’s peak year. Earnings grew from $1.3M to $2.5M. Reduced fixed expenses from $13.8M in 1988 to $8.7M in 1993, as Automotive marketing was transferred to another division and Military/Aerospace markets declined, lowering sales from $34.8M in 1988 to $20.1M in 1993 and earnings from $2.5M to $1.1M. Increased contribution margin from 32.8% in 1983 to 46.4% in 1993 via formal cost reduction programs, strategic price increases, and productivity improvement. Converted the quality system from inspection based to prevention based, earning highest quality ratings from top customers. Executed rapid changes in management style and culture in response to becoming an LBO. Generated $17.9M cash flow from 1984 through 1993. Sold the division 6/94 for $5.5M.
(12/83 to 12/84)
DIRECTOR OF OPERATIONS
Promoted to establish Interconnect Systems Division which was created by the divisionalization of Big Electronic Component Group.
(2/79 to 12/83)
BIG ELECTRONIC COMPONENT GROUP
VICE PRESIDENT, SALES AND MARKETING
Consolidated the Automotive sales efforts of the group’s profit centers into an “Automotive Sales Division” which was housed in a “Detroit Tech Center” which included the “Advanced Automotive Engineering Department”. Automotive sales grew from $16.7M in 1978 to $42.0M in 1986. Added marketing and service personnel to the non-Automotive profit centers to support the efforts of the sales representatives and distributors. Military and Aerospace sales increased from $11.3M in 1978 to $22.3M in 1983.
(8/78 to 2/79)
DIRECTOR OF MARKETING
Recruited to this newly formed group of 11 profit centers to prepare a growth plan, which rationalized the existing sales and marketing efforts. Acceptance of this plan resulted in a promotion.
TEST SYSTEMS SUBSIDIARY
5/75 to 8/78
This new subsidiary of Technologies Corporation (NYSE) was created to market applicable Aerospace diagnostic and test technology in the form of vehicle test equipment, end-of-line factory test systems, and periodic motor vehicle inspections to the Automotive Industry, Automotive Repair Industry, as well as Government.
(4/76 to 8/78)
DISTRIBUTOR SALES MANAGER/AUTOMOTIVE SALE MANAGER
Reorganized the sales and marketing of Vehicle Test Equipment. Staffed and trained branch, district, and regional sales offices to support and augment a 44 distributor network created throughout North America. Increased sales from $0.5M to 1975 to $10.8M in 1978.
(5/75 to 4/76)
MANAGER OF SALES AND DISTRIBUTION
Directed three national distributors while planning the reorganization of sales, marketing, service, and distribution. Acceptance of the plan resulted in a promotion.
BATTERY MANUFACTURER
6/67 to 5/75
NYSE manufacturer of Automotive and Industrial batteries for Sears, Ford, NAPA, Gulf Oil, and Caterpillar.
(1/74 to 5/75)
MANAGER OF MARKET DEVELOPMENT AND PRODUCT PLANNING
Developed new business opportunities and managed marketing services including product offering, pricing, cataloging, merchandising, advertising, and trade shows as sales to NAPA grew to $22M.
Created a 6% competitive price advantage through product line restructuring. Developed a “Motorcycle Battery” program including a joint venture proposal with a Japanese company and orders for the first year’s production. Presented a battery equipment acquisition and a proposal for distributing computerized test equipment to the board of directors.
(6/67 to 1/74)
REGIONAL SALES MANAGER
Responsible for $8M in sales, $2M in consignments, warranty administration, and manpower in 19 states, covered by 23 NAPA distribution centers serving 1,990 NAPA stores. This position was preceded by four years as a Sales Representative (6/67 to 10/71), and Charter Member of the Sales Team responsible for introducing the “NAPA Private Label Program”, first covering the Ohio territory and later transferred to the larger Mid-Atlantic States territory.
6/63 to 6/67
DON’S AUTO PARTS (NAPA)
Springfield, Ohio
SALES REPRESENTATIVE
STANDARD UNIT PARTS
Dayton, Ohio
ASSISTANT BRANCH MANAGER
US AUTO PARTS
Columbus, Ohio
INSIDE SALES REPRESENTATIVE
OTHER
Interests include: fishing, boating, photography, and golf. |
