Brad Petersen Email & Phone Number

Salt Lake City, UT, US

• The NLC Energy (NLCE) Group entered the renewable energy market in 2016 as investors in a joint venture with an existing operational partner. After funding several large RNG projects, NLCE was forced to dissolve the.
• Responsible for biz development, including feedstock procurement, utility and strategic offtake agreements, cap raise, technology evaluation, government incentive alignment, financial modeling, collaborating with.

There's a term in rock and ice climbing known as, "being on the sharp end." It describes the act of tying into the end of the rope and leading first up a cliff or frozen waterfall. Leading is the most dangerous aspect of any climb. It can be deadly, unless you mitigate the risks in real-time. For 25+ I've actively sought the "sharp end" in both my personal.

Germania is a custom home builder specializing in ski-in, ski-out, high elevation, legacy homes in the resort community of Park City, Ut offering clients the highest level of services built upon transparency, accountability, and integrity. Contracted to enable 50% +year over year growth through improved project management processes, hiring key positions.

MYFLIGHTSOLUTIONS.COM (Salt Lake City, UT) Interim Chief Executive Officer, MyFlightSolutions is a SaaS based aviation management ERP suite with five FAA approved modules. Recruited to restructure the assets post Chapter 7-bankruptcy, then evaluate the code base, rebuild the management team, rewrite the strategic plan, grow the annual reoccurring revenue.

Salt Lake City, Utah, US

• Cottonwood Residential is a $1.8B multi-family real estate investment trust focused on creating a superior resident experience through enhanced services and amenities. Vendor Verify, Residential Indemnity Management.
• Grew ancillary annual revenue by 600% while decreasing both operating and variable expenses resulting in a net increase in the total asset value of more than $42m. Average project IRR was 32-47%.

Heber City, Utah, US

• Worked with a PE firm during due diligence and was then installed as President/CEO to facilitate due diligence and provide strategic guidance on ways to improve the organization’s performance, strengthen the value.
• Developed and implemented a strategic plan to help DentalMarketing.net evolve from a single service provider model to a comprehensive solution provider signing annual contracts with an integrated SAAS platform. The.
• Revised the employee and sales incentive programs to focus on client profitability via gross margin goals instead of total client growth and gross revenue dollars.

Taylorsville, Utah, US

• Recruited and appointed by Governor Gary R. Herbert to create, manage and promote the first state public agency in the country dedicated to fostering the economic, social and health benefits of Utah’s $8b outdoor.
• Collaborated quarterly with 200+ outdoor industry CEO’s. Hosted annual conferences for 500+ attendees and sponsors. Met with 400+ elected and appointed public officials to generate political influence for the Office..
• Spoke regularly at public venues and press conferences.
• Shared best practices with other States that were interested in creating a similar office.
• Identified the need for, wrote the draft bill, generated public and private support for and passed new legislation aimed at creating a public fund to support the continued growth of natural recreational assets.

San Diego, CA, US

• Empowered to consolidate, streamline, and manage all global corporate support, manufacturing, and supply chain services for six wholly owned subsidiaries grossing $110m+/year in global combined revenue including.
• Direct responsibility for improving all aspects of Customer Service, Supply Chain Management, Logistics, Warehouse Management, Accounting, Human Resources, IT, and foreign manufacturing oversight.
• Assumed responsibility for turning around ECR4Kids.com after four years of consecutive losses. Resulted in 42% inventory reductions, 34% improvement in gross margins, and 27% reduction in employee turnover.
• Oversaw distribution facilities in California, Tijuana (Mx), and New Jersey, and manufacturing facilities in Mexico, Israel, Thailand, Taiwan, Viet Nam, Spain, Bangladesh, and China.
• Streamlined the key processes, developed departmental budgets and goals then tracked the improved efficiencies through automated daily performance reports. Top line revenue and transaction volume increased >18% without.
• Implemented lean manufacturing strategies and techniques into the company’s maquiladora production facilities in Tijuana, Mx.

• Wildwood was started to create an unsurpassed client experience with customized designs for extremely affluent homeowners and commercial developers who were intent on adding artistic doors and molding to their new.
• Identified a market niche; wrote a business plan; raised capital; expanded to a national client base solely through word-of-mouth advertising; then sought a strategic buyer.
• Profitable in first year of business with $1.1m in gross sales. Averaged 50-70%+ growth per year to achieve $6.7m in gross sales.
• Word of mouth referrals expanded the Wildwood reputation nationwide by the 3rd year.
• Sales price’s consistently averaged 30-75% higher than the industry standard as a result of the incrementally higher level of service.
• Sold to a large regional construction supply company as a result of the Wildwood brand, reputation, and loyal nation-wide client base.

Santa Clara, California, US

• Chosen to run a small team responsible for analyzing twenty-two (22) communications product acquisitions and legacy divisions valued at ~$9 billion ($800m in combined revenue), with the goal of recommending prioritized.
• Consulted with Intel Capital and Communication Group Sr. Management to implement enhanced operational strategies that resulted in $230m in added value.
• Built a team of 22 communications marketing analysts with full responsibility for designing, disseminating and managing worldwide distribution channel pricing strategies across multiple product lines.
• Negotiated multi-year and multi-product master purchase agreements with major OEM’s, including Dell and Nokia.
• Consistently ranked as an Intel “highest” level achiever during yearly management reviews, earning four promotions.
• Created, tested, and implemented a new integration process that reduced the total resources required to run the capital asset integration process from four FTE's to <.01.

Santa Clara, California, US

Responsible for managing a small team tasked with integrating over 100,000 recently purchased capital assets from numerous acquisitions to determine their useful life, appropriate book value, depreciation schedule, tax implications, potential Sarbanes-Oxley compliance issues.

• Hired to reverse the declining annual sales trend by redefining the value proposition for the ~10,000 commercial and residential customers. As revenue fell the company’s response was to reduce their costs, which drove.
• Customer retention increased by 56%; advertising expenditures decreased by 120%; profitability increased 18%.
• Increased the return on assets through improvements in route scheduling and truck utilization.
• Sought out and helped negotiate a sale to a regional competitor.

Mba-International Management, Operations Management

Ba, Political Science (Minor In Spanish)