JONATHAN WEINER Short Hills, NJ 07078 ~ email@example.com ~ 973-699-1592 ©
CEO / COO / President
Growth Strategies / Private Equity / Sales / Marketing / P&L / Strategic Planning / M&A / Startups / Turnarounds / Change Management / Cost Reduction / Emerging Markets / Process Development / Integrations
A leader with substantial experience running both mid-sized, high-growth businesses with Private Equity partners, as well as managing larger, $500M+ divisions of Fortune 1000 companies. A Senior Executive with 30 years of experience delivering accelerated top and bottom-line growth in diverse geographies across the broad industrial markets.
§ Navigating the opportunities of both Private Equity investments and Public Corporations
§ Developing and executing high-return growth strategies
§ Leading global business transformations
§ Identifying and Establishing Strategic Partnerships and M&A opportunities
§ Expert in Asian industrial markets and Japanese business culture
Career History & Accomplishments
Kason Corporation, Millburn, New Jersey (A Baird Capital Portfolio Company) 2013-2017
Kason is a manufacture and sales of vibratory screeners, sifters, size reduction and fluid bed dryers. Used in powder and bulk solids applications - serving a global customer base in a range of industries including; food, pharmaceutical, Plastics & Chemicals
Chief Executive Officer
Led key portions of the due diligence phase and was the main architect of the investment thesis and 5-year business strategy. Taking over as CEO in October 2013, the main focus was on combining solid organic growth with geographic expansion initiatives and the planned strategic acquisitions. Along with a keen focus on organizational excellence, Kason has made significant improvements in areas such as inventory utilization, cash flow and overall operational margins.
§ Led strategic planning to accelerate top-line growth Developed 5-year strategy to double organic sales by building a standalone aftermarket sales organization, investing in the promotion of Kasons process equipment capabilities and upgrading routes-to-market. Increased process equipment sales 3-fold in 3 years, and nearly doubled North American aftermarket sales.
§ Developed a robust acquisition pipeline Created a disciplined, structured approach to establishing partnerships and acquisitions. Completed the negotiations on the purchase of Kek-Gardner Ltd. as well as the integration between both companies and the re-launch of a new, combined product portfolio.
§ Restructured Operations & Supply Chain By upgrading Kasons ERP/CRM systems and restructuring Operations, Kason saw a 2-turn improvement in inventory utilization, a reduction in dead inventory creation and over $500k in sourcing savings. Introduced LEAN, Kaizen events and 5S principles, which facilitated a shortening of lead times while eliminating factory waste.
§ Built and Developed Exceptional Teams Evaluated legacy talent, determined gaps in performance/skills and recruited new high-performers for key roles such as CFO, Director of Operations, Director of Supply Chain, Director of Engineering & Continuous Improvement, Regional Managers, and Customer Service Manger. Established departmental goals, which closely aligned with corporate strategy and incorporated those performance metrics into annual bonus and compensation programs.
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N W Advisors, LLC, New York 2012-2013
Consultative services to investment-directed firms through identifying and evaluating acquisitions as well as enhancing portfolio value through strategic and operational improvements. Leveraged deep industry expertise, international reach, and strategic management consulting to support PE clients across entire transaction life cycle - through sector and target screening, due diligence, post-acquisition integration management, tactical and strategic growth strategies, and optimizing value on exit.
Pall Corporation 1986-2012
Pall Corporation is a global leader in high-tech filtration, separation, and purification, with sales exceeding $3 billion per year and over 10,000 employees, Pall Corp serves the diverse needs of customers across the broad spectrum of life sciences and industry.
President, Pall Industrial - The Americas (2011-2012)
Held dual US-based roles of Global Commercial Leader and President of Pall Industrial - The Americas. Established global commercial goals and strategies. Managed country presidents and senior-level leaders. Consistently generated and sustained revenue growth and profitability. Led back office business realignment and consolidation, new ERP rollout, and accessions in developing regions. Managed $75M budget and 500 staff. Led successful reorganization and consolidation of customer service operations that reduced order entry manpower by 20% while improving order and inquiry response times.
§ Lean reorganizations increased top and bottom lines for The Americas. Focused Lean Six-Sigma strategies on sales, sales support and order processing. Instituted global uniformed KPI's. Increased revenues 7% and margins 17%.
§ Launched global pricing strategy increasing profits by $5M in the first year. Formalized pricing process, which led to 3%, realized price increase. Led global rollout of new pricing program. Eliminated low margin products in underperforming markets, which improved margins and reduced SKQs by 25%.
§ Spearheaded acquisition and integration of largest Brazilian distributor. Led acquisition of major Brazilian distributor. Managed integration of existing sales/engineering resources. Increased Latin America revenues 85% and significantly improved profits.
President, Pall Industrial Asia (2004-2011)
Transitioned Asia entitles from country-based management to a business-line structure. Oversaw regional operations including; sales, distribution, operations, supply chain and administration. Developed and led implementation plan for business expansion - encompassing 13 countries including: Japan, China, Singapore, Australia and India, with 1,500+ employees. Created and implemented centralized SOPs across Asia that eradicated silo management, improved operational excellence and provided framework for governance and effective risk management issues. Held concurrent roles as President, Pall Industrial-Asia and President, Global - MEG Division.
§ Restructured operations, boosting revenues 200%+ and tripling profits. Company sought to expand sales. Transformed from country manager to Asia-centric structure. Consolidated operations, introduced Lean, improved performance metrics and eliminated redundancy. Grew sales to $550M. Reduced SG&A 350 bps.
§ Led successful implementation of SAP across Asia and India. Replaced outdated and inefficient legacy ERP system with global enterprise system. Improved accuracy of financial reporting while reducing operating costs. Delivered project on time, and on budget.
§ Created Asia Center of Excellence, enhancing sales and market share. Reorganized sales/marketing team from country to mini-market focus. Identified technology/product trends. Assessed partnerships/acquisitions. Increased sales from $124M to $210M.
§ Maximized tax benefits via relocation to Singapore, saving $50M. Worked with Singapores Economic Development Board to optimize tax benefits through the restructure/consolidation of customer service, supply-chain, operations, R&D and management functions.
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President, Global - Microelectronics Div., Pall Microelectronics Group (MEG) (2009-2011)
Responsible for global sales & marketing activities for a $300M division of Pall Industrial, with a focus on; staffing, route-to-market, promotions, pricing initiatives, strategic planning and new product development. Approved financial forecasts for annual/quarterly budgets and had direct P&L responsibility for delivering shareholder value. Drove all product and process development activities.
§ Set strategy and directed all MEG sales and marketing groups worldwide (150 people).
§ Led business through economic downturn in 2008, optimizing profits via cost/headcount controls.
§ Grew overall market share 15% by identifying new technology trends, coordinating new product development initiatives and assessing potential partnerships, mergers and acquisitions.
President, Asia - Microelectronics Div., Pall Microelectronics Group (2003-2009)
Directed sales and marketing activities for Asia ($190M/rev). Optimized revenue growth and margin improvement through increased promotion of product portfolio, upgrading routes-to-market, increasing market share and capturing larger portions of the customers wallet. Developed financial forecasts and budgets. Drove product and process development activities.
Other management positions with Pall Corporation: Sr. VP, MEG division The Americas (1999-2003), Vice President, MEG Division New York, 1996-1999. Regional Sales Manager, MEG New York (1994-1996), Asia Marketing Manager, MEG Japan (1990-1994), OEM Sales Manager (1988-1990) and Market Analyst (1986-1988).
Boards: Served on various corporate boards; Kason Corporation and Pall Corporation subsidiaries, including those in Beijing, Indonesia, Australia, the Philippines, Korea, New Zealand, Malaysia, Singapore and Thailand.
Education, Professional & Personal
Harvard Business School, Cambridge, MA, 2010 - Advanced Management Program (AMP)
Long Island University, Greenvale, NY, 1987 - Certificate of Business Sciences (CBS)
Long Island University, Greenvale, NY, 1987-1990 - MBA, 30 of 60 credits completed
University of Denver, Denver, CO, 1986 - Bachelor of Arts, Psychology
Memberships: Process Equipment Manufacturers Association (PEMA), American Filtration and Separations Society (AFS), and Beta Theta Pi Fraternity
Open to relocation opportunities within the US as well as international assignments