Chris Hix Email & Phone Number

United States

Served as a Board member to support ESAB's launch as a stand-alone public company following its separation from Colfax Corporation (now Enovis Corporation). Share price doubled post-launch due to improved recognition among the investment community following the Company's successful execution of its operating and acquisition strategies.

United States

Wilmington, Delaware

Partnered with the executive team of our ~$3.5B company (previously known as Colfax Corporation) to completely transform our portfolio of businesses to be less cyclical, higher growth, and with better margins and cash flow. Worked with our businesses to improve margin performance and cash flow conversion. Improved the capabilities of the Finance function throughout the enterprise. Our accomplishments include:* Divested two deeply cyclical industrial business segments of the company for greater than $2B of consideration.* Acquired, and financed for $3.2B, a new platform for growth in the medical devices space.* Acquired several bolt-on acquisitions to strengthen our businesses and improve their opportunities for higher growth. * Significantly improved the performance of our businesses relative to peers.* Rapidly improved our cash flow performance.* Spun our remaining industrial business, ESAB, into a stand-alone public company to create a pure-play med tech company.

Cleveland, Ohio, United States

Senior executive in this $1.5B revenue multi-industry business that was focused on improving its portfolio of businesses to be less cyclical and positioned closer to end use customers. Responsible for corporate finance functions and oversight of global business finance leaders. Collaborated with senior team to develop and execute M&A projects, operating improvements, and capital market strategies. After improving the operating results of the company and divesting a cyclical materials business and two other smaller, non-core businesses, the entire company was sold to private equity to maximize value to shareholders.Selected accomplishments:* Grew share price 50%.* Integral member of senior team that sold Company to realize optimal value for shareholders.* Led 2013 companywide initiative leading to a $17mm cost reduction.* Lowered working capital 600 bps relative to sales by improving processes and metrics.* Strengthened M&A process; sold two businesses for $400mm and deployed $25mm for an acquisition.* Repaid $600mm of debt; negotiated new $500mm credit facility with greater capacity and flexibility at lower cost.* Initiated a regular quarterly dividend and $100mm share repurchase program.* Generated $100mm of tax benefits through strategic tax project. * Created annual, corporate-led strategic & financial planning process.* Restructured finance team; top-graded and developed finance leaders.

Dayton, Ohio, United States

Joined a mature $600mm multi-industry company with lagging operating performance and value creation. Responsible for corporate finance and IT functions as well as executing corporate development activities. Collaborated with CEO to improve business performance and re-tool the portfolio of businesses. Divested one of three businesses and acquired a public company to expand our most successful business, ultimately growing the company to $1B of revenue. Operating improvements were secured across all businesses, the company was de-levered, and dividend increases were made each year. The company was ultimately acquired by a larger public company.Selected accomplishments:* Grew share price 400% excluding further appreciation from the acquisition of the company.* Completed $600mm acquisition of a public company and €61mm divestiture of a business unit .* Initiated and led the termination of 2 Chinese JVs.* Served on Board of majority-owned Indian public company.* Expanded sell-side coverage from three to eight analysts.* Collaborated with business managers to improve margins 1000 bps and cash flow $50mm; eliminated $9mm of corporate and business costs.* Repaid all debt, re-started annual dividend increases.* Negotiated credit agreements to lower costs, increase flexibility and add participants.* Repurchased $40mm of common shares during 2008-2009 Great Recession.* Created a motivated, directed and trained finance team to support the operating improvement agenda; top-graded operational finance leaders in Europe, the US and China; created FP&A group for better enterprise planning and analytics; created and staffed internal audit function.* Implemented financial systems and controls.

Greater Atlanta Area

Reported to CEO/Chairman in this Instrumentation, Industrial and Medical sectors-focused company, responsible for corporate development and investor relations efforts during a period of significant portfolio and culture change. Two transformational acquisitions and company re-financings were completed that increased the company from $600mm of revenue to over $1.6B. The result was a less asset-intensive, less cyclical company, and the share price increased 160% over 5 years.Selected accomplishments:* Led/supported acquisitions of several businesses in Europe, the US and Canada ranging in deal size from $25mm up to $600mm; analyzed hundreds of acquisition targets in diverse industries including analytical equipment, medical products, scientific instrumentation, metering equipment and radio frequency devices.* Led two $1B recapitalizations with equity, credit and convertible instruments.* Obtained first-ever credit ratings and upgrade within 12 months.* Doubled sell-side coverage to 14 analysts; averaged > 200 investor meetings per year.

Des Moines, Iowa, United States

Responsible for all operations and finance efforts for this $100mm subsidiary that supplied engineered systems and software for turbocompressors used largely in global energy applications. Compressor Controls was the company’s largest subsidiary with 10 locations worldwide. • Grew revenues 20% and increased margins 800 bps while reducing working capital intensity.• Drove acquisition of $15mm European service business, which created much of business unit’s future growth. • Implemented productivity and profitability measures.• Reduced costs $2mm by consolidating US facilities while improving collaboration.• Implemented the company’s first-ever ERP system.• Reduced supplier base 40% and improved inventory turns 50% by rationalizing manufacturing processes.• Strengthened customer project management practices including consistent commercial terms.• Introduced annual budgeting and employee evaluation & compensation systems.

San Francisco Bay Area

Responsible for all finance, human resource, IT and government relations efforts for this $40mm business that manufactured mechanical valves, switches and sensors for industrial applications. • Grew revenues 30%, expanded margins 1100 basis points and cash flow exceeded net income each year.• Implemented dynamic pricing tool for customer stratification and tactical price increases.• Acquired and fully integrated small competitor.• Reduced SG&A costs by $2mm through business process redesign and new ERP system implementation.• Lowered DSO from 70 days to 45 through implementation of credit/collection policies and practices. • Created analytical models to rationalize new product development and accelerate time-to-market. • Converted manufacturing from batch to cellular processes.• Implemented performance measurements throughout business.• Negotiated two labor agreements with the International Association of Machinists.

Bachelor'S Degree, Business Administration And Management, General

Master Of Business Administration (Mba)