Founded a manufacturing, sourcing and distribution business to support Arts & Crafts retailers across North America. Developed growth strategy and executed plans to acquire existing retail customers as well as launch new stores via a licensee relationship. 100% CAGR since inception.

Acquired closely held business and conducted financial and operational turnaround. Overall P&L leadership of a 10-location retail chain of stores plus manufacturing and logistics center supporting company owned stores, Licensee locations and other Arts & Crafts stores nationwide.

Responsible for all Finance & Accounting, HR, IT, Legal, Operations and Facility efforts with the company. Hired staff, set up systems (EHR, IT, Payroll) and established processes and procedures for effective operations.

Finance and Operations leader for Veo Robotics - creating solutions to transform industrial manufacturing..Responsible for Finance, Accounting, Manufacturing & Supply Chain, Procurement and Recruiting. Led efforts to successfully close multiple funding rounds and other mezzanine financing efforts.

President and Managing Director of Mackendra Partners, a boutique Financial, Operations and Turn-around focused firm for SMB's. Interim Management (CFO/COO) * Transaction Support * Growth Strategy and Execution * Plan Development. Example projects: Acting COO / CFO of a medical professional services practice. Created growth plans and executed on developing day-to-day finance and operations processes. (2017-current). Growth strategy plan development and initial execution support for Tier-1 automotive component supplier. Efforts led to initial sales at three major OEM accounts (ARR ~$5MM). (2014-2016).Acting market leader for a specialty healthcare services business. Completed a market entry assessment, business plan development and 12-month rollout plan to launch in the Northeast region. (2015). Interim Chief Operating Officer of a regional Auto glass repair and replacement company. Completed organizational assessment, key gap analysis and developed action plan to double business in three years. Resulting efforts led acquisition / liquidity event at the end of the plan period. (2014-2015).

Led carve-out and transition efforts for division acquisition from Avery Dennison to CCL. General Management and M&A responsibilities for a newly created division serving Automotive OEM’s and Tier 1 Automotive companies globally.Interim General Manager responsible for operations for 3 sites with ~375 FTE's.Led highest growth division in the Corporation during the initial quarter as part of CCL Industries. Division profits were 210% of prior year results.

Global Leader - Avery Dennison Automotive Solutions.Led and reorganized a five continent, cross divisional ~$160M automotive component business. Successfully grew top line CAGR of 21% (versus 8% market growth) and bottom line >70% CAGR year-over-year.Awarded one of ten corporate leadership awards globally for 2012 due to growth, profit and market share performance.Implemented process improvements and focus areas to accelerate growth platform results. Led efforts across all functional areas for multiple division divestiture to CCL Industries.

Overall Corporate responsibility for negotiating, due diligence and overall deal management on multiple buy-side, sell-side and JV/Alliance opportunities. Results yielded:a) the successful divestiture of two non-strategic businesses at advantageous terms.b) two transaction pursuits abandoned because of due diligence findingsc) the completion and operational execution of a Joint Venture with a leading Japanese Keiretsu.

Developed a business plan and financial model for a potential New Growth Platform.Led business development and partnership efforts in Education Solutions. Created and executed a new go to market channel model which generated several million dollars of incremental revenue and profits. Conducted niche-market opportunity and competitive positioning analysis to determine the go-forward plan for an existing business.

Managing Director within the Transaction Advisory Services practice, focused on Strategy, Commercial and Operational Due Diligence.Founder and leader of National Business Due Diligence practice within the Transaction Services group. Responsible for delivering projects, recruiting and hiring staff as well as developing capabilities around operational and commercial transaction issues.Scoped, structured, budgeted and managed ~15 Due Diligence projects on potential acquisitions for Private Equity and Fortune 500 clients.Project leader on multiple restructuring efforts for equity and lender clients.

Director in KPMG Transaction Services practice and Market Leader for the Southeast practice of the Business Due Diligence (BDD) group. Areas of focus included deal screening, Corporate Development process and best practice establishment, Commercial and Operational due diligece efforts.Led over 30 projects for Private Equity and Fortune 500 clients ranging from due diligence efforts, integration planning and execution and M&A process refinement. Achieved > 250% revenue growth of targeted area (versus 40% nationally).Developed M&A “process playbook” for several Corporate Development groups. Nominated as one of four finalists out of >400 candidates of “coach/mentor of the year.”

Strategy and Operations consulting Project Leader covering Industrial, Consumer Goods, Telecommunications and Technology Sectors.Directed and facilitated executive leadership team in strategic direction - resulting in a large (>$250M) acquisition and divestiture of multiple lines of businesses. Led a 5-member team to identify ~$80M/yr cost savings through supply management efforts.Developed strategic alternatives and valuation options for under-performing operating divisions of a chemical conglomerate. Yielded changes in capital allocation process, focus on divestiture opportunities for a division, and change in corporate dividend policy.Reviewed retail strategy of a major Canadian retailer, led organizational redesign efforts, developed metrics for performance measurement and benchmarked best practices. Evaluated business plan and developed go-to-market plan for launch of new telecommunication service by a Canadian conglomerate. Improved implementation plans, defined key customer segments and refined financial forecasts in launch preparation. Led recruiting activities for BCG’s global hiring efforts at two leading business schools.