David Beatson Email & Phone Number

Burlingame, CA, US

New York, New York, US

In 2014, ATL Partners was formed to make private equity and certain preferred securities or debt investments in the aerospace, transportation and logistics (ATL) sectors principally in North America. ATL has a minimum equity investment requirement of $75 million and a target equity investment range of $150 million to $750 million through a co-investment.

Irving, Texas, US

Consulting firm providing strategic direction to firms in the logistics and supply chain industry as well as merger and acquisition advice for private equity firms investing in the industry. Strategic consulting involves assisting companies in developing 3-5 year business plans for growth and expansion into new vertical markets, new geographies, new.

Glen Mills, Pennsylvania, US

Pilot is a domestic and international freight forwarder providing transportation and logistics services that meet the situation-specific and always-evolving needs of modern business. We offer a complete line of domestic and international air, ground, and ocean shipping services that keep customers in total control of their cargo from pickup to delivery..

Haverhill, MA, US

Chief Executive Officer of GlobalWare Solutions (GWS), a portfolio company of MML Capital, a client of Ascent Advisors, LLC. A global supply chain company with facilities in North America, Asia and Europe, GWS provides comprehensive state-of- the-art Physical and Digital solutions that enable clients to increase return on investment and improve.

CEO of North America Region for Swiss based global forwarding and logistics company. The region generates $1.3 Billion in revenue, with 1875 employees in 62 offices. Grew the business profitably after several years of lackluster performance in the North American market. Achieved net revenue growth of 12.5 % and EBIT Growth of 108% in 2004 and positioned.

• Chairman, President/CEO of a $900 million global transportation and logistics company with over 4,600 employees on every continent of the world. Circle’s business lines included air and ocean freight forwarding.
• Grew revenue by 11.5% in 2000 after years of stagnant growth.
• Grew operating income by 76.3% by controlling expenses along with rapid growth.
• Increased market cap from $230.0 M to $470.0 M.
• Redesigned the technology platform and combined various independent systems into a common platform and database.
• Broadened sales and marketing relationships and added a global account team.

• President and Chief Executive OfficerJuly 1994 to July 1998CEO of a $2.2-billion global transportation and logistics company. Services include air, ocean, surface and expedited transportation, customs brokerage and.
• Grew revenues from $1.26 M in 1993 to 2.27 in 1997.
• Grew operating income from $16.6 M to 109.3 over same period.
• Improvements at Emery helped increase CNF market cap by $2.0 B over seven years.
• Secured major $1.7 B contract award from the USPS.
• Grew non-asset based international business from $316 M to over 800M in 1997.

• Led sales and marketing organization in a successful effort to turn Emery around when it was on the verge of bankruptcy. Restored profitability by September 1992 and put the company growth track. Responsible for.
• Developed and implemented plan to turn the company around by shifting emphasis from non-profitable envelop traffic to B2B, domestic and international, inbound and outbound 20 pound and up traffic
• Successfully communicated strategy to employees, customers, investors and the press
• Won a 10-year $1.0B USPS contract in 1993.
• Secured a 6 year $600 M contract with GM – an integral component of the turnaround
• Developed 12 vertical industry groups to expand market share in each segment. Revenue grew from $35 M to $770 in these markets

Dallas-Fort Worth, Texas, US

• Vice President, Cargo Sales and MarketingResponsible for domestic and international cargo sales and marketing functions. Duties included global responsibility for sales, pricing, customer service, marketing and.
• Refocused efforts on selling profitable belly space as a variable cost operation versus expensive all freighter service
• Reversed two years of declining cargo profit contribution and expanded the business from $400 to 600 M
• Expanded international business from 25 to 50 % of total revenue
• Expanded premium products including priority services, over the counter and international express service
• Repositioned the cargo organization as a highly profitable variable cost business following the grounding of the unprofitable freighter fleet.

Corporate marketing officer with line management responsibility for national accounts organization. Developed and implemented national account program to secure companywide contracts through senior level corporate transportation and procurement decision makers. Increased annual national account revenue from $35 million in 1980 to over $180 million in 1986.

Responsible for leadership and development of national accounts organization, including sales management, budgeting, staffing and training. Developed operating services tailored to key account requirements to differentiate services and increase market share.

US

Physical Distribution Analyst San Francisco, California September 1975 to April 1977Led an initiative in the 13 western states to convert ocean freight to airfreight in the Trans-Pacific market to fill empty backhaul space to Asian markets. Concept focused on calculating total distribution costs and JIT inventory management.Sales.

Mba, Finance And Marketing

Bs In Business Administration, Finance, Marketing