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  • Over 8 years of transformational P&L management experience in private-equity-backed, public and family companies
  • Global leadership roles across multiple functions
  • Strong strategy development and deployment skills
  • Practitioner of Lean to drive results and to deploy strategy
  • Change manager with experience integrating disparate brands, cultures, manufacturing footprints, distribution channels, systems, product development functions and other processes into world class operations
  • Diverse industry, business model and business cycle experience
  • Nearly 20 years of presenting and interacting at the Board of Directors level
  • Executed and integrated over 18 successful transactions on four continents valued at over $1 billion
  • Exceptional command of corporate finance and experience working with the investment community raising various forms of debt and equity

Work experience

Oct 2013Present

President & CEO

Noise & Vibration Technologies, LLC

Recruited by Battery Ventures as an Executive in Residence (EIR) to build a platform in the noise & vibration test & measurement space. Completed three acquisitions totaling $60 million in annual revenue with an acquisition pipeline to support growing to $150 million plus. Implemented 100 day integration plan and executed aggressive restructuring and professionalization of the organizations, transforming them from founder-run, sub-scale businesses, to integrated businesses leveraging combined capabilities.  Developed profitability roadmap to transform the businesses from <10% EBITDA margins to >20%.

  • Developed a strategy to align historically competitive businesses to focus on becoming a world class leader in the industry
  • Implemented a unified Go To Market strategy and consolidated channels to market globally resulting in over $5 million of cross-selling wins in Q3 2015
  • Drove recurring revenue models to move the business from a highly-leveraged capital good business by focusing on the Installed Customer Base with unified field service capability and by increasing success on recurring software maintenance contracts
  • Implemented Agile software development processes at Data Physics to improve quality and delivery of new products and applied the capability across the group resulting in several stalled developments being scheduled for launch in Q4 of 2015 and Q1 of 2016
  • Implemented several cost and pricing initiatives including: $2.0 million of supply chain savings, $2.0 million of headcount actions, and $1 million of pricing actions, and targeted $2 million of additional savings through manufacturing footprint optimization plans
  • Implemented coordinated product roadmap process to optimize resource allocation and integrate capabilities across the platform
  • Implemented Lean on the factory floor to drive quality and delivery improvements
  • Upgraded the management team and implemented aggressive talent management and organizational development processes
Jul 2012Jul 2013

Chief Operating Officer

The HallStar Company

Responsible for strategy, sales, marketing, manufacturing, supply chain and continuous improvement. Drove compounded sales growth of 7.5% despite managing out of Harvest businesses, and EBITDA growth of 20% annually.  Implemented world class business processes and transformed the organization.

  • Streamlined manufacturing organization and utilized Lean tools to reduce manufacturing cycle times by more than 50%, thus doubling capacity with minimal capital, and reducing outside toll manufacturing expense by $0.7 million, with a roadmap to reduce an additional $2 million.
  • Reduced over $1.0 million of waste through aggressive root cause problem solving.
  • Developed long term manufacturing strategy to address future growth requirements indicated by our opportunity funnel with minimal capital which could be funded by reductions in inventory.
  • Led the acquisition and integration of the TP Esters business from Dow Chemical resulting in year one EBITDA exceeding our investment model by over 20%.
  • Continued to operationalize our growth processes resulting in growth of funnel wins of over 30% in fiscal 2013. 
  • Completed our global sales footprint.
  • Led the development of a go-to-market strategy for a game-changing new patent-protected chemistry. 
Sep 2010Jun 2012

Executive Vice President

The HallStar Company

Hired as part of succession plan. Responsible for strategy, business development, sales and marketing organizations.  Focused on developing and implementing organic and inorganic growth processes as well as continuous improvement process.

  • Developed the company's first 3-year strategic plan and implemented annual planning process
  • Introduced Lean toolkit and Strategy Deployment Process.
  • Executed two acquisitions in 2011 to add an adjacent product platform to the personal care ingredient offering.
  • Aligned three global personal care personal care distribution networks into one.
  • Implemented a global channel management process to leverage the broadened product offering and consolidated distribution network.
  • Implemented an opportunity management process to measure and drive growth, resulting in 30% annual growth in weighted value, and accelerated rate of executing wins.
  • Implemented prototype stage gate product development and launch process on key projects which led to global adoption of the process.
  • Repositioned key patent-protected product line to expand product available market by 10x.
Feb 2009Aug 2010


WindDrives LLC/Price Engineering

Developed and implemented a business plan to address the emerging wind turbine service industry addressing critical causes of costly downtime.  Secured $3 million of DOE funding to support the implementation of the plan.  Built a national service channel supported by proprietary tools and process such as a lubrication trailer and fluid change processes.  Developed mission critical process, such as supply chain management.  Recruited key talent to support the growth plan going forward.  2010 Revenue exceeded $5 million.

Sep 2007Jan 2009

President - Specialty Products Division

Belden, Inc.

Reporting to the CEO, P&L responsibility for a portfolio of three businesses with combined revenues of $250 million, over 1,000 employees and six manufacturing facilities.  Also served as the GM of 2 of the businesses during an aggressive top-grading process.

  • Reduced manufacturing footprint by 50% and SG&A in relation to sales by over 200 bps in anticipation of a rapidly deteriorating economic environment.
  • Aggressively implemented talent management processes and drove the upgrade of 2/3 of the management personnel of the businesses and increased High Potential employees from 2 to 10.
  • Developed and implemented a new go-to-market strategy for the Mohawk and West Penn brands, based upon buying behavior segmentation which halted a 3-year share loss trend, improved sales effectiveness and which served as the model for the new commercial organization and brand positioning for the corporation.
  • Developed and implemented a channel management toolkit that has been adopted as the global specification to improve channel effectiveness.
  • Utilized Lean tools to improve processes to maintain a 10% reduction in salaried workers vacated in connection with a voluntary separation program.
May 2005Apr 2006

Independent Consultant

Retained as operating consultant to leading private equity firm to advise on prospective transactions as well as existing portfolio companies.

Dec 2003Apr 2005

VP - Product Development & Commercialization

Sovereign Specialty Chemicals, Inc.

Responsible for strategic marketing and product development.  Direct responsibility for 22-person Research & Development group, and functional responsibility for 45-person business unit product development and technical service groups. Member of 5-person Executive Committee.

  • Implemented a reorganization of companywide technical resources and improved productivity 30% by eliminating waste.
  • Secured and oversaw the implementation of a $2 million lab capital improvement program, focused on improving application testing capabilities.
  • Designed and implemented a new Product Development Process, improving the quality of the project portfolio and tracking capabilities to reduce cycle times and enforce accountability amongst all stakeholders resulting in over $10 million of new products launched in the first year, an improvement of over 300% on the historical commercialization rate.
Nov 2000Nov 2003

VP - IT & Business Development

Sovereign Specialty Chemicals, Inc.

Responsible for reorganizing and refocusing the IT organization.  Drove key integration projects.  P&L responsibility for Latin American operations, with facilities in Mexico and Brazil.  Member of 5-person Executive Committee.

  • Developed and implemented IT infrastructure strategy, eliminating $0.5 million of costs, while dramatically improving the stability of IT systems and service levels.
  • Implemented hybrid ERP/datawarehousing strategy, mitigating a $10 million investment in global ERP software while securing the desired results more quickly. Reduced legacy ERP systems from 8 to 3, while investing in datawarehousing to reduce decision making cycle times.
  • Led a complex strategic planning process in 2003 covering a $200 million business.  Resulted in a clear, executable plan covering: shifting of resources towards key growth segments, exploitation of core technologies, and deemphasizing support for resource-draining small customers and small products.
  • Achieved over $3 million in annual savings and other operational efficiencies through leadership of a cross-functional team that reorganized a $200 million business in 2003.  Included a plant closure, system consolidation, sales reorganization, and elimination of redundant functions.
  • Responsible for establishing standalone Brazilian business following a carveout acquisition.  Oversaw construction of a new manufacturing facility and executed a market penetration process resulting in $2 million of new business.
Aug 1996Oct 2000

VP - M&A

Sovereign Specialty Chemicals, Inc.

Served in several M&A/Business Development positions with increasing  responsibility from August 1996 to October 2000.  Responsible for all aspects of the M&A and Integration processes. Additional responsibilities included resolving significant financial, strategic marketing, legal, audit, tax and human resource related issues and maintaining communications with investors.

  • Completed 10 acquisitions and 1 divestiture with over $400 million in transaction value, and operations in over 10 countries on 3 continents.
  • Experience raising capital in many forms: equity, mezzanine, bank debt, and public high yield debt.
  • Established the infrastructure to begin operations in Singapore and throughout Europe.
  • Acquisition build strategy led to an 8x return on equity invested over 8 years and 2 different owners.
Aug 1993Aug 1996

First Scholar

First National Bank of Chicago

Responsibilities included completing several work rotations throughout the company as part of high profile management training program, while concurrently completing the MBA program at Kellogg Graduate School of Management. Rotation assignments are described below:

Equity Capital - Private Equity Associate - October 1995 - August 1996

Interest Rate Derivatives - Derivatives Trader - September 1994 - October 1995

Emerging Markets Debt - Research Analyst - March 1994 - September 1994

Investment Grade Securities - Analyst - September 1993 - March 1994




Kellogg Graduate School of Management

Finance and Decision Sciences



Harvard University