Bachelor of Arts (B.A.)
Jan 2014 - Present
Executive Vice President + CFO - Chief Financial Officer - (Interim Position)
A group of 12 Companies. Industrial Services. 3100 Employees, $249 Million Revenue. Total P+L Responsibility - Including Strategic Initiatives and Strategic Planning.
Formulated a long-range business model to boost revenue from $249 million (2013) to $1 Billion by the year 2020.
Significantly raised the cash-on-hand from 5 to 21 business days; implemented a tight cash flow control system.
Started and organized a company-wide flawless execution model of all information flowing from the job sites / project sites to the corporate office.
Initiated the consolidation of 12 companies into 3 business units while keeping the current tax advantages.
Created and implemented a set of KPI's (Key Performance Indicators), new metrics and balanced score dard reports. Interviewed a number of CPA firms and negotiated the engagement with a new team of external Auditors.
Established an IT Disaster Recovery System together with the IT Director.
Introduced company-wide employee performance goals and evaluation systems (3+1).
Managed a staff at the headquarter with 34 employees plus an additional 55 field office managers.
As EVP + CFO: Provide leadership to position the Group of Companies at the forefront of the industry.
Developing a strategic plan to advance the Company's mission and objectives and to promote revenue, profitability and aggressive growth.
Oct 2012 - May 2013
President + General Manager + Acting CFO. (Interim Contract Position)
Re-built this stagnant company into a wining Business
Turned Hydratron into a meaningful player in pressure technologies and pressure equipment.
At Hydratron we make our customers successful. We are proud of our quality and our team of experts.
Hydratron is a designer, manufacturer and supplier of high pressure equipment. That includes custom hydrostatic and high pressure testing units, pressure control panels, gas booster pump kits, multi-station sub-sea controls, pressure valve and hose testing benches, air operated liquid pumps, high pressure valves and fittings, and others.
Customer Base: Energy - Oil + Gas Service Industry, Refineries, Pipelines, Chemical Plants.
Revitalized this stagnant / stalled start-up company.
Strategically changed the culture from an engineering focused company to a highly customer focused and energetic sales entity.
Reversed the attitude of "wait for the customer to call us” to an outgoing, vibrant sales focused and customer-solution oriented culture.
Developed sales plans, actions and the platform to boost revenue from $3 million to $18 million •
Restructured the Sales Process and Sales Department from identifying prospects to quotations, negotiations, and closing new business.
Increased gross margins from 29% to 41% - through efficiency, smarter procurement, higher productivity, price adjustments and cost reductions.
Re-engineered the entire work flow from Sales to Engineering, Production, QC, Purchasing, A/R collections.
Implemented a set of KPI – Key Performance Indicators in all functions and areas
Assembled a high caliber / first class team
Jun 2007 - Jul 2011
CEO, Chief Executive Officer + Acting CFO
MUEHLHAN SURFACE PROTECTION - an industrial service company
$40 Million Industrial + commercial services - Steel Protection, Steel Coating, Scaffolding, Fire Proofing, Insulation, Steel Repair Customer base: oil + gas services companies, petrochemical, oil/gas platforms, pipelines, refineries, industrial facilities, marine, ship yards, bridges, governmental agencies.
CEO / CHIEF EXECUTIVE OFFICER + CFO / CHIEF FINANCIAL OFFICER
Total P+L responsibility of 4 U.S. subsidiaries / operating business units with 175 employees - $40 million revenue.
Initially hired as CFO and quickly assumed also the CEO position.
Reversed a $10 million loss to a $8 million profit (EBITDA) by:
- refocusing on specific target markets and niches -
- improving gross margins through continuous project monitoring
- excellent project performance
- eliminating costs through optimizing operating procedures -
reducing management levels from 5 to 2.
Created and established a new subsidiary / business unit: capitalized untapped revenue opportunities in the wind power / green / renewable energy market..
Decreased overhead costs by $10,844,000 - eliminated duplicated and redundant internal services at 4 subsidiaries, such as HR, controlling, IT, accounting, taxes, insurance, marketing, etc.; consolidated these into a single / centralized shared service function.
Hired and coached first-rate project managers in the industry and built high-performance teams.
Together with the Safety Director: revamped the safety program to ensure compliance, to achieve a low accident occurrence, and to improve the EMR ratings from 1.5 to 0.8.
Safety and accident track records became impeccable - an important competitive edge.
Jul 1999 - Jun 2007
Chief Restructuring Officer (CRO), Interim CFO / CEO / COO, Turnaround Expert, Growth Champion
A.M.A. - AMERICAN MANAGEMENT ADVISORS
Performance Improvement + Advisory + Strategy Firm: Growth Strategies, Turnaround, Restructuring. --- Focusing on growth, restoring profitability, increasing shareholders’ value
My Track Record:
$612M industrial + automotive components manufacturer: increased the shareholders’ value by $48M – from $183M to $231M. Boosted the bottom line by $12M - from $46M to $58M. Positioned the company for sale to Bosch Automotive Group
$345M engineering private equity firm -11 companies: Accelerated the value from $150M to $188M Boosted EBITDA by $9.5M and Revenue by $55M. Sold the group to Siemens
$116M manufacturer (electric transformers). A private equity firm: designed growth strategy plans. Increased sales from $116M to $160M
$101M steel fabricator - private equity firm: Grew sales from $75M to $101M Turned $2M loss into a $6M profit
$95M construction contractor: Built a reliable cost control, cash flow control and cash flow forecasting system Enlarged the cash holdings from $2M to $7M
$88 M environmental service firm - a private equity portfolio firm Focused on mergers and acquisitions This new division generated over $8M in additional revenue
$80M financial service firm: Created a comprehensive financial and management reporting system and KPI. Company grew to over $100M
$22M High-Tech Company. private equity firm. Developed financial controls, accounting standards, systems, procedures, policies, and operating procedures. The profit accelerated from Zero to $2.4M
$20M steel forging and machining company. Part of a private equity firm. Rebuilt this bankrupt / defunct steel forging and machining Company. Produced a profit in 4 months – the first profit in 2 1/2 years
$10M engineering service - construction industry. Established strategic directives for the company to grow from $10M to $15M
Start-up of a Fish Farm. Constructed business and financial plans. Attracted several investors with $5M for this new enterprise
Oct 1990 - Sep 1995
Schott Process Systems, Inc.
A U.S. subsidiary of the Schott Group ($2 Billion) of Germany
Manufacturer of Chemical and Pharmaceutical Process Equipment and Engineering Services
CFO + President - $74.5 million
Brought in by the Chairman in Europe to turn around a declining U.S.-based manufacturer that had suffered for 4 years of stalled revenues.
- Specifically challenged to revitalize an inefficient operation and refresh the company with a new direction, the right staff, and a renewed commitment to growth
- Accelerated revenues from $12 million to $74.5 million including a $39 million acquisition / merger
- Grew profits from $0 to $12 million, paying record-breaking dividends for 5 consecutive years