Barry Ruffalo Email & Phone Number

Engaged with top quartile performing Private Capital/Equity firms building thesis ideation, performing due diligence on carveouts and stand-alone entities, building value creation plans, participating in management presentations, and evaluating leadership teams.• Partnering as the executive of choice to support work and provide insight to select Private Equity firms leading them to optimal decisions on over $6B of potential investments.• Deploying corporate carveout experiences to assess opportunities for strategy optimization, leadership team enhancement, and value creation opportunities in underinvested corporate platforms.• Engaging with first generation institutional investment privately held businesses to drive professionalization, strategy, and scalability.

Tampa, Florida, Us

Works with Board of Directors to oversee management of this publicly-traded company and it's affairs, directly and through committees, always acting with a view to the best interests of the organization and shareholders for this $3 billion leading innovator and manufacturer of home solutions. As Member of Human Resources & Compensation Committee, works to ensure that compensation decisions both support sound fiscal policy and empower the company to attract qualified personnel. Masonite was sold to Owens Corning May 2024.

Us

Recruited by Board as first non-family CEO to lead comprehensive transformation for this publicly traded global capital equipment company with $1.3 billion revenue and over 4,100 employees. Developed focused strategic plan inclusive of new direction, business model, and profitable growth agenda contemporaneous with leadership, culture, and organizational change management initiatives. Instituted business transformation strategy with three pillars, “Simplify, Focus and Grow,” and drove innovation, progressive change, and performance improvement. Tripled market cap in 2021 by executing a clear strategy, and communicating that strategy to stakeholders in uncertain market environment impacted by global pandemic, economic upheaval, and supply chain disruptions.• Grew revenue through 2022 by adopting strategic pricing actions, driving operational efficiency, launching new products, leveraging acquisitions, and growing aftermarket sales.• Improved GM 400bps & EBITDA margins 500bps by reducing costs via restructuring efforts, leveraging capacities across global manufacturing facilities, implementing lean initiatives through key value streams, strategic pricing & procurement actions, and NPD initiatives.• Increased order book through commercial excellence initiatives, leveraging the OneASTEC business model, and launching value-added solutions.• Simplified business by changing structure from 16 independent subsidiary companies to two reporting segments. Justified strategic decisions to divest of non-performing product lines and manufacturing operations. • Led acquisition of two premier full-line concrete plant manufacturers with highly regarded brands and worldwide service capability and two industry-leading tech companies to drive best-in-class controls and automation across the portfolio.• Drove “OneASTEC” business model with clear strategic direction and purpose that aligned business leaders, rallied divergent business units, and proactively engaged workforce.

Omaha, Nebraska, Us

Valmont Industries, (NYSE: VMI) is a global leader with revenues of $3.5B from the design, manufacturing, and distribution of engineered products and services for infrastructure and irrigation equipment.Quickly ascended into global leadership with P&L responsibility for a portfolio of businesses. Reported to the CEO with direct Board, investor and shareholder engagement. • Carved out key growth segments, created new vision/direction, and built a culture of collaboration and value generation across highly decentralized businesses• Delivered year-over-year operating profit improvement within the Energy & Mining segment while operating in stagnant markets• Leveraged cross-business tie-ins to re-engage the North America Structures business, and drove cross-selling across the telecom, government, commercial lighting, utility and other segments• Actively engaged with the Board, shareholders, investors and analysts on business strategy, corporate restructuring, acquisitions and operational improvements• Delineated Valmont’s “story” and strategic road map to a variety of stakeholders, and improved external business perceptions as a diversified, global enterprise• Shifted decentralized M&A strategy into global approach, and added rigor into acquisition identification, selection and deal structuring• Hired market-focused talent, changed global sales and manufacturing footprints, and introduced tools to quickly identify opportunities, and capture new business, customers and market share• Changed go to market strategies, and created new customer touch points by investing in market intelligence and gaining a deeper understanding of key customers and markets• Restructured leadership, implemented revenue growth strategies, and leveraged internal supply chain sources to optimize tax rate and improve gross margins across Europe and Australia-New Zealand• Repositioned the product portfolio, added in-demand data/technology solutions, and launched new products

Omaha, Nebraska, Us

In a newly created strategic role given autonomy to drive business transformation, performance improvement and shareholder value creation. Led corporate staff overseeing corporate strategy, operational excellence, environmental, health and safety.• Spearheaded an enterprise-wide restructuring that created an agile, cost-effective business model, improved best practices, and drove a culture of cross business segment communication and employee engagement. • Delivered significant annual savings through facility consolidation and operational improvements.• Generated significant cost savings, and reduced headcount by centralizing back office and corporate resources.• Developed and shared the rationale behind forming the new Energy and Mining segment to optimize both corporate and shareholder value creation. • Created mindset, culture and systems/processes that provided division heads with the accountability and tools to continue to drive operational excellence in a sustainable way. • Instituted a global strategic planning and deployment process, which improved consistency, focus and priorities to address both short and long term objectives.• Identified key lines of business with growth potential, and focused leadership around developing clear strategies to disrupt the market, differentiate product offerings, and strengthen customer value propositions.• Designed market-specific strategies for North America, Australia-New Zealand, China, Southeast Asia and Europe. Partnered with key leaders to support global growth in target markets.

Omaha, Nebraska, Us

Recruited by the CEO to lead business transformation and growth strategies. Following success leading the largest business, requested by the Board to turnaround a struggling business. Held P&L accountability for each revenue generating businesses. Built and led a 4-member leadership team in operations, finance, engineering/R&D and sales/marketing. Reported to the CEO with Board, investor and shareholder interactions.• Developed and executed a business, financial and marketing plans that led Lindsay to achieve milestone revenue, profit and shareholder value within 5 years• Shifted Infrastructure business to positive 20% growth in emerging markets and 15% operating margins in 15 months• Identified and acquired 3 accretive companies, and transitioned a North America centric, product-oriented business into a global solutions-focused enterprise• Expanded international distribution to represent 33% of total revenue with key successes across Europe, the Middle East, Australia and Latin America• Drove global product launches for industry leading machine remote monitoring and control platform, and new precision equipment• Instituted a strong leadership bench and succession plan, provided the right vision, direction and tools to create a high energy progressive business culture• Aligned product development, marketing and sales around a customer-centric, solution-selling approach• Disrupted the market by building global customer partnerships, new brand strategy and customer value proposition• Improved manufacturing efficiency using LEAN, which doubled capacity while cutting required resources 50%• Established a robust 340-member dealer organization through new investments, consolidation and engagement• Engaged and empowered teams to adopt a positive innovative thinking and sense of urgency in exceeding both customer and shareholder expectations

Earned four promotions in four years and transitioned into combined product management and general management roles. Gained operational experience in labor relations, technology investments, and facility consolidation/relocation while the business underwent M&A integration and leadership changes. Built and led teams of up to 500 in engineering, finance HR, IT, manufacturing, supply chain, quality and performance improvement.• Turned around a highly complex $325M, 500-employee specialty tool equipment facility producing 8+ different product lines with ~80 different product configurations• Established a best-in-class operations within a $350M, 160-employee New Holland facility catering to the retail market by creating an empowered, team-oriented group, and instilling a “can do” operating culture• Negotiated supply agreements and sustained strong relationship with Japanese JV partner, which reduced component lead times and improved ordering flexibility• Drove a series of performance improvements within a $400M, 400-person union facility supporting Case IH’s market leading agricultural equipment business

Master Of Science - Ms, Industrial Engineering

Bachelor Of Science - Bs, Biomechanics