Gordon Mc Faul


Reading, golf, cooking


·Accomplished and entrepreneurial professional with 20+ years of experience contributing to the profitability and effective operation of diverse manufacturing companies through outstanding management and business growth expertise in both public and private start-up and turnaround situations.

·Visionary with gift for energizing underachieving and underperforming organizations and ability to work under pressure and maintain deadlines while maintaining high quality standards.

·Energetic, tenacious, and motivational leader with proven track record for teaching and mentoring employees and communicating / networking with external partners. Fluent in English and French languages.

·Creative and innovative thinker with experience in utilizing business analyses and technology to enhance operations and profits. Proficient in Microsoft Windows XP operating system and Office Suite software.

Work History

Work History
Aug 2007 - Present

General Manager

Tella Systems (1998) Inc.

Patella / Tella- Montréal, QC2007 - Present

$100 million manufacturing company

General Manager – Tella Systems

Scope: Full P&L responsibility for $15 million manufacturing subsidiary with two plants in Montréal and one in Toronto.Major markets include Washington, DC, New York, Philadelphia, and Los Angeles.Manage five director-level employees.

May 1999 - May 2007

Sr. Vice President/President (Int'l Sub)

Marmon Water

EcoWater Systems, LLC- St. Paul, MN                                                                2006 - 2007

$145 million manufacturing company; a member of the $7 billion Marmon Group of Companies

Senior Vice President / President (International Subsidiary) (2006 - 2007)

Scope: Senior manager for largest manufacturer of residential water treatment systems in the world. Directed strategic new business development and operations for Sears, Wholesale, and Canadian business units. Managed three director-level employees.

  • Major customer slashed its advertising and cut inventories.Maintained excellent relationship and developed new advertising methods to stop bleeding and grow business.Projections for 2007 reflect 7%+ revenue growth.
May 1999 - Dec 2005



President of EcoWater Canada Ltd. - Toronto, Canada(1999 - 2005)

Scope: Full P & L responsibility for $12 million marketing and distribution business division of manufacturing company; a member of The Marmon Group of Companies.Managed six senior-level direct reports.

  • Recruited to fix a company that was poorly organized and lacking direction (too many people for the size of the business and some people were in the wrong jobs).Took a step-by-step approach, streamlined the business, and grew revenue by about 40% in three years.
  • Faced with a need to be less reliant on one core customer, identified, made contact, and presented product line-up to major players in the retail market place; result was a doubling of operating income and an ROI of 51% vs. 19% over a five-year period.
  • Price lists were outdated and inaccurate; developed price lists in “Excel” format that included landed costs, sell prices, and gross margins; linked only the sell prices to price lists that were easily forwarded to customers via email; price lists were set-up so that as prices changed, individual items on particular pages could be updated and forwarded immediately.
Sep 1996 - May 1999

Vice President & General Manager

L.A. Darling Limited - Montreal, Canada1996 - 1999

$22 million manufacturing company; a member of The Marmon Group of Companies

Vice President and General Manager

Scope: Full P&L.Directed operations across Canada. Managed six senior management staff.

  • Hired to prepare a company for successful sale.Prepared a “company book” that included suppliers, products, partners, complete organization along with profile on key individuals; gathered and provided information on “due diligence” request; assisted at meetings with company attorneys.Sale occurred in 33 months.Company became profitable following the sale based on improvements set in motion prior to the sale.
  • Recognized a need to secure additional business; approached the largest retailer in the market place; developed a relationship with the buyer that sealed the deal.Landed a supplier agreement, increasing business over an estimated 20%.
Aug 1992 - Sep 1996

General Manager

Commex Group Manufacturing

Commex Group Manufacturing Inc. - Toronto, Canada1992 - 1996

$5 million privately-held commercial property and manufacturing company

General Manager

Scope: Managed profit and loss and operations functions. Supervised five senior-level managers and monitored product order status, shipments, quality, account receivable and accounts payable.

  • Hired as General Manager of a manufacturing business.Shortly thereafter, owners took over a new business that needed to be integrated and grown.Assimilated new manufacturing process; added a powder paint line; established quotation procedure and secured major partner. More than doubled the business and made the company profitable within 30 months.
  • Faced with keeping business alive with nothing but receivables.Reviewed receivables / payables with key partners / vendors; established a payment plan with Controller; reduced rent paid to owners by half.Improved employee moral by eliminating worry about getting paid every week.
Jun 1988 - Feb 1992

Vice President & General Manager

Jacobs & Thompson Inc.

Jacobs & Thomson Inc. - Toronto, Canada1988 - 1992

$13 million manufacturing company; a division of RCR International

Vice President & General Manager

Jun 1971 - Oct 1987

Business Center Manager

GoodYear Canada Inc. - Montreal, Canada1971 - 1987

$500 million division of tire manufacturing company for automotive market

Business Center Manager and technical roles



Canadian Management Institute

Center for Creative Leadership

Kent State University - College of Business Adminstration & Special Programs


Concordia University



Operations Management

Turnaround expertise

Teacher / motivator

Team player

Technology Literate

Customer relations


Business planning/growth


Executive leadership