EXECUTIVE SUMMARY

A proven leader of US and international companies who offers expertise in managing turnarounds, underperforming organizations and developing successful growth strategies and optimal profitability to enhance shareholder, investor, and stakeholder value. Effectively manages the P&L of privately and publicly owned businesses ranging from mid-stage start-ups to multi-billion dollar conglomerates.Excels in robust growth strategies that incorporate internal (organic) and/or external (mergers and acquisitions) means. A leader with impeccable integrity who selects, empowers and leads by example a diverse multi-cultural and cross-functional team of highly skilled professionals and creates a company culture of high performance, dedication and operational success.

Other core competencies:

·Customer and supplier relationship building

·Vision, strategic planning, execution and accountability

·Lean manufacturing operations (cost analysis/reduction, inventory control, quality and continuous improvement)

·Finance (P&L, income statements, balance sheets, cash flows, budgets, analysis, returns, forecasts)

·Technology/new product development and rollout

·Negotiation (all-inclusive)

·Investor, analyst, media and board relations

·Deal analysis, due diligence and post-sale planning and execution

·Raising capital

Work History

Work History

2006 - Present

INTERNATIONAL MANAGEMENT CONSULTANT

Engaged in professional management consulting and advisory roles in the areas of business assessment, performance improvement, M&A, and comprehensive due diligence support.

  • Facilitated Series B equity financing for a nanotechnology materials start-up.
  • Supervised due diligence of a chemical division of a large European semiconductor conglomerate.
  • Coordinated operational, financial, and legal requirements for the listing of a photovoltaic start-up on the Alternative Investment Market (AIM) of the London Stock Exchange.
2011 - 2013

CHIEF EXECUTIVE OFFICER

KINEMATICS MANUFACTURING CO., INC.

A privately owned late-stage manufacturer of engineered motion control solutions serving the renewable energy, mobile equipment, industrial, satellite, and medical markets with over $40 million in sales.

·Administered full P&L responsibility for all operations of the Company in the U.S., China (manufacturing), and Europe.

·Directed unparalleled revenue CAGRs of 62% and EBITDA CAGRs of 70% from 2010 to 2013 and maintained sustainable 34%+ EBITDA margins (as a percent of sales) over the same period. 

2009 - 2010

INDUSTRIAL PARTNER

THE CARLYLE GROUP

One of the world’s largest and most successful private equity investment firms with more than $185 billion in assets under management across 120+ funds.

·Contracted for deal evaluation and due diligence of two major global acquisitions and their post-sale merger within the ultrahigh vacuum pump industry.

2007 - 2009

NEXPLANAR CORPORATION

Venture capital-backed early stage start-up manufacturer of chemical mechanical planarization (CMP) pads for the semiconductor industry.

INDEPENDENT MEMBER OF THE BOARD OF DIRECTORS

MEMBER OF THE MANAGEMENT ADVISORY BOARD

2008 - 2009

ACQUISITION AND OPERATIONS CONSULTANT

WARBURG-PINCUS LLC

A globally integrated private equity investment firm that has invested more than $45 billion in 675+ companies in 35 countries around the world.

· Contracted for deal evaluation and due diligence of two privately owned thin film amorphous silicon solar manufacturing companies in China (Quanzhou, Fujian Province and Nantong, Jiangsu Province).

2003 - 2006

CHIEF OPERATING OFFICER, MEMBER OF THE EXECUTIVE BOARD

OC OERLIKON AG, formerly UNAXIS MANAGEMENT AG

A global conglomerate operating more than 170 subsidiaries in 35 countries with annual sales in excess of $1.5 billion and 7,000 personnel.

·Administered full P&L responsibility for the corporation comprised of nine businesses, including front-end and back-end (ESEC) semiconductor capital equipment, thin film solar, TFT-LCD, automotive and industrial thin film wear-resistant coatings (Balzers), data storage capital equipment, optics, high vacuum pumps (Leybold), and space launch vehicles (Contraves Space).

·Directed a highly successful global turnaround of the Company (from a loss of $330 million in 2004 to a profit of $27 million in 2005) by overhauling new product introductions, discontinuing noncompetitive businesses, and executing comprehensive strategic and tactical business plans.

·Directed all corporate merger, acquisition, and divestiture activities.

PRESIDENT (2004 – 2005)

SEMICONDUCTOR EQUIPMENT GROUP

·Executed operational and financial turnarounds of the front-end (wafer processing) and back-end (assembly and packaging) semiconductor divisions through innovative new product designs, decreased costs, lean manufacturing efficiencies, and comprehensive risk mitigation (Plasma and Liquid Crystal Displays).

·Directed the successful construction and start-up of an assembly and packaging semiconductor operation in Singapore and its production transfer from Switzerland.

·Conceptualized and managed the start-up of the thin film solar cell business.

PRESIDENT(2003– 2004)

WAFER PROCESSING DIVISION

St. Petersburg, FL

·Directed the operational and financial turnaround from a 2002 loss of $50 million to profitability within nine months; lowered break-even sales from $300 million to $140 million within the same period.

·Decreased cost of goods sold through innovative and comprehensive product redesigns (15 base platforms reduced to four common platforms with interchangeable process modules), instituted global sourcing and subcontracting of components and sub-assembly operations.

2001 - 2002

PRESIDENT, PROCESS EQUIPMENT GROUP

VEECO INSTRUMENTS, INC.

Manufacturer of process and metrology capital equipment for the optical telecommunications, wireless, data storage, semiconductor, and R&D markets with annual sales of $400 million and 1,300 personnel.

·Produced an incremental sales increase of 10% in a depressed market; improved profitability by 100%; decreased inventory by 20%; attained on-time delivery enhancement of 200%; and lowered the breakeven point by 20%.

·Achieved ISO-9001 certification and established lean manufacturing methodology.

·Implemented documented strategic and tactical business plans to create superior customer value by better focusing and aligning products and resources to customer technology and product roadmaps.

1991 - 2000

PRESIDENT AND CHIEF EXECUTIVE OFFICER

MATERIALS RESEARCH CORPORATION, SUBSIDIARY OF SONY CORPORATION

High purity deposition materials manufacturer for the semiconductor, ink-jet printing, and data storage industries with annual sales of $150 million and 500 employees.

·Administered full profit and loss responsibility for all global operations.

·Increased sales by 20% CAGR and profit by 40% CAGR over six years; seized #2 global market position.

·Supervised global sales offices and manufacturing facilities in the United States, France, Japan, and Korea.

VICE PRESIDENT & GENERAL MANAGER(1993 – 1997)

DIRECTOR OF INTERNATIONAL OPERATIONS(1991 – 1993)

Orangeburg, NY

1989 - 1990

VICE PRESIDENT OF OPERATIONS

PENTAIR, INC., LINCOLN INDUSTRIAL DIVISION

Global manufacturer of lubrication, adhesives and material dispensing equipment for industrial applications with annual sales in excess of $100 million.

·Directed U.S. and German manufacturing operations comprising 500 employees.

·Implemented a total quality program earning two Quality Supplier (Q-1) awards from Ford Motor Company. 

1981 - 1989

OPERATIONS MANAGER

HARLEY-DAVIDSON MOTOR COMPANY, INC.

$1 billion manufacturer of custom sport and touring motorcycles and a contract armaments supplier to the U.S. Department of Defense.

·Influenced the highly successful turnaround and establishment of Harley-Davidson as an undisputed world-class leader in lean manufacturing and total quality control.

·Implemented industry-leading manufacturing technology innovations in plant layout/process flow, cycle time and inventory reduction and quality improvement (W. Edwards Deming methodology).

Education

Education

Johns Hopkins University

Drake University

Graduate

University of Tennessee

Graduate

IMD (The International Institute for Management Development)

Graduate

Kellogg School of Management

Bachelor of Arts

University of Massachusetts

Skills

Skills

Change Management/Turnarounds

Makes decisions that produce high-quality results by analyzing problems, applying technical, operational and financial knowledge, and calculating and mitigating risks Sets priorities, objectives and holds self and others fully accountable for measurable, high performance, timely, and cost-effective results  Anticipates and meets the requirements of internal and external customers Ingrains continuous improvement mentality throughout the organization Drives lean manufacturing methodologies to optimize cash flows and minimize costs Makes well-informed, timely, and effective decisions even when data is limited and consequences are unpleasant

Relationship Building

Develops networks and establishes staunch collaborative business/personal relationships to drive the development of joint technology and product roadmaps that create value for customers Listens and persuades others by building consensus and cooperation in order to achieve common goals Builds robust customer service, applications and support teams

Management

Inspires and fosters team commitment, pride, and trust Coaches, consults, and delegates to optimize personal growth and team performance Encourages creative tension and channels differences of opinion into positive actions Fosters an inclusive team whereby diversity and global perspectives are valued and leveraged to achieve optimal performance

Business Acumen

Develops and executes quantitative strategic and annual business plans Identifies, assesses, and integrates new businesses, products, acquisitions, and strategic alliances to maximize growth potential Excels in all areas of negotiation, e.g., contracts, pricing, deal structuring, fund raising, debt, procurement, acquisitions, divestitures Drives and implements world-class lean manufacturing methodologies to optimize shareholder and stakeholder value Evaluates and implements global supply chain initiatives Understands financial processes and prepares, justifies, and exceeds Company's budgetary plan Monitors expenditures and prioritizes spending Manages human capital by appropriately evaluating skill requirements, recruiting, selecting, appraising, and rewarding high performers; taking action to address under-performers Utilizes up-to-date technological advancements to maximize efficiency and optimize operational and financial results

Leadership

Hands-on expertise and success in key value-added areas: Selects and develops high performance and results-driven management teams Creates the right vision Obtains the buy-in of the people to that vision Questions established or conventional approaches; designs and implements cutting-edge processes Exhibits openness to change and new information; quickly adapts to changing conditions and unexpected obstacles Takes a strategic view, balances short-term results with a long-term vision and is a catalyst for change; translates vision into action (accountability)

Portfolio