EMPLOYMENT HISTORY:
7/2003 - Consultant, to a $200 million (revenues) NASD-listed public company which processes specialty chemicals at 20 factory locations in 10 countries around the world. Currently, I assist the the acting CEO by creating and developing strategic plan, negotiating of business acquisitions and dispositions, and providing internal assessments of operating capabilities. I have additionally been asked to participate in identification and recruitment of a new CEO.
6/2001 – 7/2003 CEO, $300mm NASDAQ listed company (same as above). When I arrived in June 2001, this diversified business was a company in trouble: with substantial debt, an unclear business strategy, and a portfolio of acquired companies which, while loosely related, had never been integrated. Processing volumes in the company’s key business activity were eroding at 20% per annum. The company had no global IT structure and no ability to gather financial data based on its line-of-business activities.
My objective was to focus the company on a primary global line of business, transform the business from a process-focused to a customer-focused organization, improve financial reporting so that the operating activities could better be understood, transform the company operationally to a lean manufacturer, restructure the company’s balance sheet, improve profitability, and prepare the company for a sale or leveraged buyout.
Under my leadership, during a very intense two year period, the company:
- Identified strategic objectives to focus the company on a single line of business
- Developed a marketing program and global product strategy to support the new objectives
- Increased unit volumes in the its market segment by 50% year on year through focus on major accounts in each regional market
- Initiated formal budgeting processes which had never been put in place
- Established a global quality function as well as a best practices implementation team; implemented a company-wide metrics program
- Initiated a Global Service Commitment policy against which we measured our performance to customers.
- Achieved substantial reductions in changeover time (from 4 hours to 10 minutes at the most successful sites) to enable our operating units to produce small production lots more cost-effectively in response to customer demand
- Standardized back office business practices globally
- With IT staff, designed and built a web-based ERP program patterned on the new standardized back office business practices expected to be launched in August 2003
- Completed conversion to a new PC-based financial reporting package
- Launched a major new product line
- Initiated two innnovative new customer-focused programs to provide solutions never previously available in the industry
- Initiated and established a major global partnership with a much larger, well-recognized specialty chemicals company
- Centralized and rationalized regional procurement
- Established cost savings objectives
- Repositioned other products and services under global brands
- Sold a major division for $134 million and used the net proceeds to reduce debt dramatically
- Built and opened a new facility in Brasil
- Assumed interim responsibility as managing director of a facility in Italy
Despite my efforts and considerable progress in completing a turnaround of the business, financial results fell short of board expectations. In July 2003, unhappy with the company’s performance, the board asked for my resignation and announced a search to identify a new CEO. I was asked to continue to provide support to the company in a consulting capacity as it transitions to new leadership.
9/2000 – 7/2003 Manager, investment LLC. With a business partner, I formed this private company in order to raise capital from group of investors. With the proceeds of our investment, and under my management, our investment LLC acquired a toehold position in a NASD-listed company; offered to purchase the company; arranged financing for the acquisition; conducted a proxy contest to oust prior management; elected a slate of directors to the target company's board; and ultimately obtained board and management control.
11/1992 – 9/2000 President, family-owned business. This $30 million company established and managed international supply chain management programs, including component development and international sourcing, for a number of large public and private companies producing and marketing consumer products. Areas of focus included furniture, sporting goods, and fitness equipment. We facilitated product development and assisted customers with the following major tasks in bringing their products to market:
- Development of components and finished products. We helped design component products for manufacturability and for reduced cost.
- International sourcing of those components. We partnered with overseas suppliers to provide cost-effective sourcing solutions.
- Procurement and supply chain management. We managed just-in-time programs using local warehousing and on-site operations at our customers’ facilities in order to minimize stocks.
- Quality management.
- Engineering and design. We designed our own products and brought them to customers.
In building this company from a start-up to a staff of 70, increasing sales to $30 million from zero, I had the following responsibilities:
- Key account management and development
- Supplier relationship management
- Product development
- Start-up and management of a manufacturing site in northern Brasil
- Creation and documentation of engineering standards
- Development of web-based reporting systems for customers
During my tenure, I visited hundreds of factories worldwide, with particular experience in Korea, China, Taiwan, Hongkong, Brasil, and Italy. I also did business in Indonesia and Thailand. While I built the business, it became apparent that the margin structure in international sourcing was shrinking, and it became difficult to generate profits. During 1999 – 2000, I paid off debt, conveyed the major sourcing relationships to key accounts, and closed the business.
8/1989 – 11/1992 Sourcing specialist, international sourcing company. At this 100+ year old Houston-based international trading company, I was responsible for developing business with a variety of consumer goods durables producers and for management of an existing book of business. I opened substantial new business for the company. Areas of activity included electronics, metal fabricated components, metal castings and forgings, and automotive components.
8/1986 – 8/1989 Associate, investment banking boutique. Assisted with structuring and execution of a variety of transactions; handled a workout of a $30 million restaurant chain.
3/1983 – 2/1986 Vice President, international distribution business. With a college friend, I started and built this $3 million distributor of imported iron castings.
EDUCATION: B. A. 1981, magna cum laude, Yale College, with distinction in the major
LANGUAGES: Portuguese, Italian, French
OTHER: Hold three U. S. patents
Guest lecturer at Yale University, School of International Relations, 2000/2001, on topics in international trade
PERSONAL: Divorced; three children
Birth date January 9, 1960
5’ 11”, 185 lbs (180 cm, 84 kgs)
Squash, bicycling, swimming |
