Brad Kirchhofer Email & Phone Number

Sugar Land, Texas, Us

Process Resources Inc. is a global manufacturer and distributor of industrial ball valves and automated valve assemblies under the KACE brand. PRI also provides repair and automation services for other valve brands. With our small, nimble team we differentiate ourselves based on innovative application solutions, exceptional product quality, and unmatched customer service.

Advisory firm serving companies in the small and middle markets. Areas of value creation include growth strategy development/implementation and performance improvement in operations, sales, and product/process development.

San Antonio, Texas, Us

Sunbelt Design & Development is a build-to-print manufacturer of ground/shipboard support equipment and related parts for military and commercial aircraft.

Woodside, California, Us

Salt Creek Capital LLC partners with experienced executives like me to identify, evaluate, and acquire or recapitalize profitable small companies seeking additional capital or an ownership change. Ideal target companies will need the Executive Partner to become CEO when the transaction is complete.

Houston, Tx, Us

Privately-held international manufacturer of industrial valves and related control products, with over 2,200 employees in 29 countries around the world. Sales and headcount increased more than 200% 2002-2018. Managed global operations, machining, quality, and materials-management functions. Led seven-month manufacturing turnaround and consolidation program in India, for operations comprised of 275 employees and $25 million annual sales. Responsible for combining one legacy factory and two acquired factories into a new 120,000 sq. ft. factory while implementing global processes, rationalizing costs, expanding global sales, and returning the consolidated operation to profitability. Past responsibilities included managing global technology function. Created 80-person global Technology Group from separate national engineering groups in the USA, Europe, China, and Manage global manufacturing, quality, and materials-management functions. Past responsibilities included management of global technology function. Created 80-person global Technology Group from separate national engineering groups in the USA, Europe, China, and India, managing all product-design, product-testing, process-development, and materials-development activities. Created and implemented formal stage-gate product development process. Managed design and construction of 65,000 sq. ft. R&D/testing/manufacturing building. Managed leasing and buildout of 80,000 sq. ft. factory/office building. Lead corporate development initiatives.

Houston, Tx, Us

Managed complete P&L for Bray Controls USA division, including $60 million of sales through network of more than 20 exclusive distributors and sales offices; management of global/national accounts; engineering; operations; and inside sales, with 340 employees. Negotiated global sales contracts with OEM’s, and procurement contracts for construction services and product components. Managed leasing and build-out of 84,000 sq. ft. factory/office building. Responsible for global quality program. Led corporate development initiatives.

Houston, Tx, Us

In addition to duties as Assistant to the President, assumed responsibility for managing inside sales group of Bray Controls USA division, including customer service, major project quotations, and technical/field service. Managed expansion of factory to 100,000 square feet.

Houston, Tx, Us

Managed Operations functions of Bray Controls USA division, including manufacturing, purchasing, and quality assurance for 65,000 sq. ft. factory with 200 employees. Led corporate development initiatives.

Subsidiary responsible for extending Enron’s trading/risk-management offerings to forest-products and metals markets. Prior to bankruptcy filing in 12/2001, EIM employed 240 people (excluding factory employees).Responsible for general management of two paper mills and one steel-processing mill having over 1,400 employees and $400 million annual revenues. Physical volumes for EIM trading operations were supplied in part by these affiliates.Chairman of Boards of Directors and Operating Committees of the paper mills. General management responsibilities included: overall profit/loss performance of affiliates; supervision of on-site managers; establishment of affiliate organization & governance structures and approval policies; integration of physical production with EIM trading and risk management strategy; coordinating affiliate and Enron corporate activities in sales, procurement, legal, finance, EHS, and public relations; approving sales-pricing policies; managing preparation of annual budgets; reviewing and approving proposed capital expenditures; and monitoring weekly and monthly operational performance.Following bankruptcy filing in 12/2001, two manufacturing affiliates were liquidated, while the other continued to operate as a non-bankrupt subsidiary until sale in 2/2004.Additional responsibilities in bankruptcy included: defining role of the remaining affiliate in Enron’s reorganization plan; providing information to bidders and financial institutions negotiating to purchase the affiliate; negotiating resolution of post-closing price adjustment with purchaser; managing activities to wind up the affiliate businesses after sale or liquidation; managing value preservation and minimizing costs during affiliate liquidation; planning and implementing personnel reductions consistent with liquidation schedule; overseeing liquidation of affiliate working capital; and negotiating resolution of bankruptcy claims against Enron’s engineering and construction units.

Dublin 2, Ie

Interim CEO - Joint Venture December 1999 - April 2000Business-to-business eCommerce venture was funded jointly with a client. Venture-development team conducted market research, developed business model, and devised strategies for attracting alliance partners. Submitted business plan and funding needs to a venture-capital firm and received approval of $4 million first-round funding. Venture was folded into ForestExpress, the forest-products industry eCommerce marketplace, in May 2000. Associate Partner, Strategy & Business Architecture Service Line 1999 - 2000Senior Manager, Strategy & Business Architecture Service Line 1995 - 1999 Client service focused on manufacturing and natural resources industries, including forest products, specialty chemicals, and heavy equipment. Participated in team selling of over $4 million of consulting services annually. Managed complete scope of consulting profession, from client development through project proposal, contract negotiation, project budgeting, and project implementation. Experience included eCommerce strategy, marketing and business-unit strategy, new-business architecture, com¬petitive analy¬sis, strategic cost analysis, and operations improvement. Activities of project teams included in¬terviewing industry partici¬pants; gathering and analyz¬ing data; presenting action recom¬mendations to client management; and leading the client in implementing rec-ommendations. Responsibilities also included recruiting and development of junior consulting professionals.

Houston, Tx, Us

Responsible for Manufacturing, Production, Materials Management, and Purchasing functions of 55,000 square foot plant employing 150 people. Responsible for over $10 million of inventory. Additional duties included: oversight of inventory management in six foreign subsidiaries; development of advanced sales and manufacturing information systems; and management of ISO 9000 certification process for sales and manufacturing functions.Directed major eight-month project to relocate European operations from the Netherlands to Germany, including extensive on-site involvement in Europe.Managed distributor support group which set pricing levels for over $1 million in competitive quotations each month and had final responsibility for profitability of competitive quotations. Group also provided customer service, applications engineering, and field-service assistance to distributors and end-users and coordinated marketing communications and product literature.Managed network of industrial distributors in northeast US for one year. Member of Corporate Marketing Committee responsible for strategic marketing decisions. Additional duties included: management of international distributor sales; oversight of corporate budgeting process; acquisition and investment analysis; start-up of foreign subsidiaries; competitor analysis; and coordination of new-product introduction.

San Jose, Ca, Us

Directed substantial enhancement of corporate planning sophistication. Developed annual operating plan. Formulated quarterly revenue and operating plans using inputs from marketing, engineering, and manufacturing and balancing production among multiple facilities. Compiled quarterly comparisons of competitor performance. Completed special projects in support of acquisition and investment proposals. Managed group of people responsible for scheduling weekly wafer fabrication, planning raw material requirements, analyzing factory operations and inventories, and monitoring milestones for new product releases.

Managed and participated in consulting projects for clients in several manufacturing and service industries, including diesel engines, electric utilities, petroleum exploration and production, and oilfield services. Project focus included marketing and business-unit strategy, competitive analysis, and operations improvement. Project management included project planning; coordinating team activities; and acting as liaison among client executives, project team, and McKinsey partner. Other activities included: interviewing industry participants; gathering and analyzing data; presenting action recommendations to client management; and leading the client in implementing recommendations.

Developed the thermodynamic-property calculation module for a $7 million engineering software project. Lectured in petroleum engineering classes.

Mba

Bachelor'S Degree, Chemical Engineering