Marquette University

Bachelor of Arts (B.A.)

Elmhurst College


Drexel University
Special Project: Designed a new clutch for the automotive industry (Ford Motor Company)

Work History

Work History
Jan 2014 - Present

Executive Vice President + CFO - Chief Financial Officer - (Interim Position)

The Mundy Companies - Industrial Services - a Group of 12 Companies

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.


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


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




CFE - Certified Fraud Examiner

CTP - Certified Turnaround Professional

Certified Board Director / Fellowship Program - Highest Designation Level



Corporate Finance


P&L Management



Due Diligence


Business Strategy

Enterprise Software


Marketing and Sales Strategies

CEO - Chief Executive Officer

Board Director - Audit Committees


Excutive Leadership

Growth Strategies



Metal Fabrication

International Business

Performance Improvement

Cash Flow


Operational Excellence

Profit Maximization

Management Consulting

Business Planning

Managerial Finance

Turn Around Management


Operations Management

Contract Negotiation


Corporate Development

Business Development



Strategic Planning

Venture Capital


Private Equity

Mergers & Acquisitions

Project Management

New Business Development


Change Management



Executive Management