Strategic Planning, M&A Advisory and Industry Analysis supplied by a team of seasoned professionals

Provided leadership and direction for AASA's highly recognized Industry Analysis function & deliverables. Also served as Executive Director for the following manufacturing-oriented organizations: AASA's China Aftermarket Forum, AASA's Overseas Automotive Council, Filtration Manufacturers Council.

UCI (Airtex, Wells, ASC, Champ Labs) and FRAM Group (FRAM, Prestone, Autolite) were merged (combined sales of $2B include front of counter and hard part products) following the July 2011 purchases by the Rank Group. Prior to 2011, UCI was owned by the Carlyle Group and the FRAM-Group was a part of Honeywell.As primary interface for UCI with the FTC, played key role in obtaining government approval for the purchase of Honeywell’s FRAM Group by Rank Group. Following completion of acquisition, held executive-level ownership for the sales and marketing organizational integration. Yielded significant synergy savings by developing and implementing the strategy that successfully merged two distinct sales and marketing organizations with vastly divergent structures, market positioning and cultures with minimal disruption to account relationships.

UCI was a $1B global automotive aftermarket company formed via 2003 acquisition of six distinct companies (Airtex, Champ Laboratories, Wells Manufacturing, Pioneer, Neacpo, Flexible Lamps). UCI provided filtration and application specific repair parts to all aftermarket channels. Major clients included Autozone, O’Reilly Auto Parts, Advance Auto, PepBoys, NAPA and CARQUEST. In addition, UCI supplied products internationally and to several OEs.During a period of organizational unification, eradicated silo thinking, shifted cultural mindset and developed standardized sales and marketing best practices rolled out across all six companies. Crafted breakthrough customer-specific initiatives that drove revenue growth for customers and UCI, improved customer executive relationships, improved price stability, reduced supply chain costs, and differentiated UCI from competitors. Member of executive strategy team.• Established UCI as a credible “Top Five” player in the aftermarket.• Designed and initiated new category management competency across UCI. Shifted business from a parts maker mindset to innovator/ partner/value-creator and achieved “best-in-class” status. • Built mutually beneficial, profitable business relationships at the majority of major national auto parts distributors.• Critical participant in process of The Carlyle Group selling UCI to Rank Group.

Howmet was a $1.7B global supplier of advanced technology turbine blades and vanes supporting the jet engine business in aerospace and power generation. A vertically integrated company, Howmet was acquired by Alcoa in 2000. From 1984 to 2003, Howmet was in a rapid growth stage.Researched, launched and supported adjacent new business ventures beyond core markets and products. Represented Howmet on Alcoa’s Sector Lead Teams responsible for i analyzing and executing joint market strategies across the $20B+ company. Reported directly to CEO.

Project leader partnering with Monitor Group for a series of projects that drove strategic, structural and divestiture decisions, pricing training, customer portfolio improvement and new market business development that improved the company’s net worth. Projects involved cross-functional and multi operating businesses from across the globe.

Appointed by CEO to design – and subsequently implement – operating/organizational model for the company. Headed high-powered, handpicked global cross-functional team charged with defining the model organization foundational for reducing waste and leaning operations worldwide. Developed and rolled out comprehensive strategies that were implemented globally across all 27 operating units.

Sales Manager of a $100M+ Precision Investment Casting Business (1987 – 1991). Prior roles included Onsite Technical Representative – GE Aircraft Engines (1986 – 1987) and Inside Sales Representative (1984 – 1986)