Dale Horihan Email and Phone Number

Lamppa Manufacturing is a small, family owned business in the far north of Minnesota that has been in business for 80+ years. Owner/President, Daryl Lamppa and his son, Garrett, brought me on-board to put the company on a trajectory of sustainable growth to take advantage of their outstanding product and market positon. My years of hard-goods manufacturing background and CEO consulting experience coupled with Daryl's willingness to let me "run with changes" has allowed us to quickly start to transform this wonderful little company. We grew revenues by 38% in 2017 with the expectation to comfortably exceed that growth in 2018. By fall of 2018 we plan to move into a new production facility that will allow us to implement numerous production improvements and systems that are not feasible in the current facility. The larger facility will allow us space to expand production to keep pace with customer demands. Proper staffing had been a challenge, but in 2017 we doubled the direct labor staff and have formed a cohesive work team which shares our focus of quality, hard work, doing what's right, and a shared responsibility to provide "best in class" customer support. Lamppa Manufacturing is uniquely positioned for growth.

I work with CEO's and executive teams across industry lines helping companies navigate successful organizational transformation. I partner with CEO's to provide clarity and certainty essential to leading an organization in transition. I focus on Executive Team Coaching, where I guide executive and senior leadership teams to ensure alignment with the CEO on vision, strategy and culture; and Team Development, where I ensure team members have the skills and mindset required to activate transformational growth.

A $21 Million manufacturer of premium-quality industrial hydraulic components and systems, wholly owned subsidiary of Duplomatic Oleodinamica SpA, based in Milan, Italy.Led 90+ employees and senior team of six direct reports in Operations, Finance/IT, Sales and Marketing, HR, Systems, and Engineering. Responsible for planning, execution, management and financial performance of North American operations of the company, reported to the CEO of parent company. Initiated, executed and closed April 2011 acquisition of Continental Hydraulics by Milan, Italy-based Private Equity-owned firm in order to provide capital investment and financial stability, and ensure long-term growth.

Full division P&L responsibility, led turnaround process in all facets of business: increasing sales/profits, operational effectiveness, employee involvement and motivation. Reported to the President. Turned around revenue, profit and customer relations that had been declining for three years: revenue increased 43% in subsequent three years with corresponding increase in profits.

A $390 million international manufacturer of high-technology test equipment supporting automotive, aerospace, material test and entertainment industries.Spun off and re-energized a 70-member division responsible for designing, engineering and manufacturing extremely high-technology, high-quality hydraulic products that served as the critical core components to more than 90% of MTS products. Doubled revenue and tripled profits of the power unit business - making it the fastest growing division.

A $325 million international manufacturer of commercial and industrial floor maintenance equipment selling through local distributors as well as direct sales to major accounts.Managed a staff of 28, developed global strategic marketing plans, marketing communications, product development and dealer/end-user training programs. A member of a five-person international merger/acquisition team. Set strategic direction, global pricing, channels-to-market, product portfolio consolidation and cultural integration to form a $300 million global organization.

Planned and implemented corporate product plan focused on re-establishing the company as the market quality, performance and value leader while controlling costs and ensuring a profit maximization.

Managed Quality/Service Improvement Program ensuring all facilities, divisions and departments were addressing quality and service issues in an appropriate, expedient and coordinated manner.

Established procedures and systems to support European customers' needs.

Supervised international sales and service support teams, including customer service, technical service, production scheduling, shipping and traffic management, and implemented numerous programs to speed delivery while reducing costs.

Supervised a 19-member staff processing all incoming orders, ensuring accurate computer system management and audit documentation. This department was the financial and communication hub for the entire company. Reported to VP Sales, but worked directly with President/Owner.

Resolved conflicts, ensured professional and polite communications to largest, most important customers. Provided follow-up to ensure total customer satisfaction.

Privately owned Cessna Dealership providing full general aviation services. Provided fueling and maintenance support plus new and used aircraft sales.Sold new/used single-engine and light twin-engine aircraft to general aviation clientele. Identified potential customers, arranged demo flights and bank/Cessna financing as necessary to make the sale.

Privately owned Cessna dealership providing full general aviation services. Provided flight training, fueling and maintenance support plus new and used aircraft sales.Posted and managed all daily/monthly financial records for the company. Recorded all transactions to general ledger, posting to expense and inventory accounts. Ensured each department tied out financially daily to ensure financial controls. Worked directly with CPA firm and owner of the company ensuring transparency, accuracy and trust.