Work History

Work History
Sep 2010 - Present

Chief Operating Officer

Doral Bank
Dec 2007 - Jun 2009

Operating Partner

Steel Partners Japan

Lead Operational Strategy for 20+ portfolio investments

Delivered detailed analysis and value enhancement plans to 10+ portfolio companies: Nissin Foods, Ezaki Glico, Noritz, Citizen Watch, Aderans, New Cosmos, Miraca Holdings, House Foods, Sapporo Breweries, Maruichi Steel and Brother

Recommendations led to share buy-backs, dividend increases, significant operational improvements 

Jan 2005 - Nov 2007

Operation's Leader

1. Led Operation's for $1BN portfolio of credit card and sales finance products.

2. Responsible for Operating Budget of $35MM+ and team of 310 personnel

3. In less than 2 years, introduced LEAN Six Sigma, resulting in new account cycle-time improvement from 14 days to 1 day, reduced OPEX of $10MM, and added $20MM in additional incremental revenue

4.  Eliminated existing compliance process gaps and problems

5.  Delivered 30%+ productivity and cost savings by outsourcing work to LCC (Genpact China), and adding PBX/Dialer upgrades

May 2002 - Dec 2004

Executive Sales Leader

Sales & BD Leader for $1.3BN portfolio of consumer lending products

1. Responsible for $30MM operating budget, 320 sales team, branch network of 42, and B2B relationships with over 1,300 Auto and Retailers.

2.  Completed business turn-around from $32MM loss to Break-even in 24 months.

3. Achieved $600MM in new volume growth, increased operating interest margins by 50 basis points, delivered 30% growth in insurance income, and reduced OPEX by 20% in 1.5 years.

4. Led data-driven review of all products, leading to exit of unprofitable products/relationships, and adding new profitable products/relationships

5.  Successfully negotiated with Worker's Council (Union) and vendors/partners to achieve bottom-line results/improvements.

Jan 2000 - Apr 2002

Director - Business Development

Director of Business Development

1.  Delivered $162MM in annuity/life insurance premium with 5 core accounts - ING, Intersecurities, RW Baird, Morgan Stanley, and MetLife

2.  Launched new product "Simple Security" Insurance product with MetLife

3. Acquired Countrywide and Merrill Lynch Insurance Services Group as new corporate accounts

4.  Acquired 9 Fraternal and 2 Financial Planner accounts for Genworth LTC Division

Aug 1997 - Dec 1999

LEAN Six Sigma MBB

1. Completed two-year GE Master Black Belt certification program

2. Mentored, trained, and oversaw a team of 5 Quality Black Belts, and 20 Business-wide Green Belts.  Trained over 240 employees at LTC Division on Quality Methodology (Green Belt Training)

3.  Exceeded Business Quality Net Income target by 50% in 1st year.  $2MM was target and $3MM was achieved.

4.  Improved New Product Development process, yielding "Seminar Selling" model for Financial Planners which achieved $10MM in incremental new LTC premium. 

5.  Led cross-channel business co-operation between Bank channel and LTC career agents, delivering 400% LTC production improvement for bank channel from $450,000 to $2,250,000 in 1st year.

Jun 1994 - Jul 1997

Business Acquisition/Intergration Leader

1.  Completed GE Capital Global Leadership Development Program

2.  Particpated in 2 successful cross-border business acquisitions (Japan & Germany)

3.  Led GE - Service Bank business integration process.  Introduced Senior Leadership team in Germany to GE CAP process, Work-out methodology, Best Practices, Session C Planning process.

4.  Successfully executed 100 Day Integration framework and plan, delivering on corporate expectations/requirements

5.  Led cost-out initiatives that yielded business $1MM in direct cost savings, and $1.5MM improvement in collection's effectiveness, resulting in a lower "loss" reserve for business


Sep 1992 - May 1994


Sep 1986 - May 1990




Business Valuation

Supported private equity hedge fund analysts with "operational" value enhancement opportunities to "un-lock" intrinsic value in portfolio holdings   Engaged portfolio company management to implement and understand "gap" between current business valuation and intrinsic value, leading  to share repurchases, increased dividend pay-outs, and operational improvements

Cross Border Due Diligence/Business Integration

Participated in two successful and 3 failed Due Diligence reviews with GE.  Well-versed in GE Due Diligence template and best practice tool kit.   Integration leader for cross-border business integration for GE Bank acquisition.  Implemented 100 Day Plan, Responsible for cultural and business integration, goal planning, and GE best practice sharing

Lean Six Sigma Master Black Belt

GE certified Master Black Belt   Trained hundreds of employees in Six Sigma Quality   Over past 10 years, led numerous Six Sigma Projects and LEAN Kaizens - yielding millions of $$  in improved cost savings and top line growth in multiple business environments


Former GE executive and PE hedge fund operating partner with global leadership experience in M&A, integration, sales, and operations.  15+ years experience building equity value via strategic analysis, functional leadership, and operational improvement.  Strong business improvement toolkit: strategy, operations, process.  A certified LEAN Six Sigma Master Black Belt. 

  • P&L management - revenue enhancement, mix optimization, new product launches, cost management
  • Sales - SFE, Find-Win-Keep Pipeline management, Profit-driven
  • Operations - Low cost country outsourcing, rooftop consolidations, process simplification and optimization
  • M&A valuation, Pre- and post Due Diligence review  and integration leader 
  • Business Turn-around Expertise
  • Cross-functional experience


Work with Private Equity team(s) or corporate entity to "un-lock" value in existing portfolio investments and/or review, identify, and conduct due diligence on new investment opportunities

Employ my 14 years leadership experience at GE to:

1. Identify operational opportunities to drive business excellence in sales, operations, risk management, M&A, manufacturing, and outsourcing

2. Engage management directly to create strategy for continuous improvement 



Master Black Belt

GE Company