Provide advisory services to middle-market companies primarily in the Energy, Industrial and Financial Services sectors. Focus primarily on growth strategies including acquisitions and services expansion, merger integration, change management and operational excellence. This LLC was originally formed in early 2011 and active until May 2012 when I joined PHH Corporation.

Successfully led PHH Corporation’s Mortgage Division through an unprecedented industry cycle. PHH Mortgage is the nation’s 5th largest mortgage loan originator and 8th largest mortgage loan servicer, with $36 billion in loan originations and $1.2 billion loan servicing portfolio as of December 2014.Key accomplishments include: - Significantly exceeded liquidity / cash flow objectives all three years.- Executed on growth objectives, increasing originations and servicing market share.- Upgraded leadership and improved management operating practices (business vision, strategic imperatives, operating and financial targets, integrated leadership MBOs, resource allocation, capacity management, capital allocation, P&L / functional operating reviews, forecasting and financial management, contingency planning, performance management and employee engagement).- Renegotiated Private Label Service client contracts mid-term delivering significant price increases and improved contract safety and soundness.- Restructured the business into channel P&Ls and reshaped various fulfillment and functional teams.- Implemented new Operational Excellence organization and comprehensive LeanSix Sigma.- Hired and trained over 2,500 commercial and fulfillment resources. Downsized early during the industry downturn.- Implemented extensive regulatory changes. - Strengthened collaboration with PLS clients and Realogy JV partners.- Improved engagement with GSEs, regulators, investors and other industry participants. Member of FNMA’s Client Advisor group during 2014.- Delivered a Mortgage business and Corporate organization consolidation plan to the PHH Board of Directors that recommended the consolidation of CEO roles.As a Section 16 Officer and head of the Mortgage business provided monthly updates to the PHH Board of Directors addressing all matters concerning the business including strategy, transformation, commercial, financial, operating and compliance / legal matters.

Provide strategy, merger & acquisition, integration and change management advisory services to middle-market companies.

As business head led new $2.6 billion upstream oil & gas equipment, project management and services business with 5,800 employees in 40+ countries and 70 locations, including 13 manufacturing and 45 service facilities. Business formed from the acquisitions of Vetco Gray and Hydril Pressure Control. This position was the de facto President / CEO for the business. Led business through global integration and to record financial results. Exceeded pro forma and operating plans. Delivered (CAGR) 25%+ revenue, 35%+ operating profit, and 20%+ working capital and cash flow increases. Rebuilt focused business vision, P&L structures, leadership teams, strategic priorities and operating initiatives. Implemented critical capabilities and organizational changes to accelerate growth and improve operations. Achieved record EH&S performance, recognized with 24 customer awards. Recognized with 2008 GE Chairman’s Award for Operating Excellence & Acquisition Integration.

Business leader for $2.5 billion provider of gas & steam turbine, industrial drive and controls services operating with 3,000+ employees in 100+ countries. Business provided new gas and steam turbine installation, center-line balancing, turbine and control system modifications and upgrades, high-technology inspection services, and long-term contract and outage-specific maintenance. Key accomplishments include:- Led the business to record financial results including (CAGR) 6%+ revenue, 20%+ operating profit and 35%+ cash flow growth despite significant decline in U.S. turbine installation market.- Drove international expansion and global market share increase, resulting in 26%+ orders growth.- Reduced structure and operating costs, improved outage planning capabilities, delivered 20%+ proposal and outage cycle time reductions via Lean, and achieved record resource utilization and EH&S performance.- Key member of senior team that restructured the four core global turbine service organizations of GE Energy with over $6 billion in revenue and 6,000+ employees, to drive greater growth and accountability.

Led the strategy development, merger & acquisition and integration activities for GE’s largest ($20+ billion) industrial business reporting to the President & CEO. Delivered one of the most expansive periods of business diversification in GE Energy’s history. Completed over 30 transactions, leading GE into renewables (wind, solar), gasification technology, reciprocating engines, emissions and water filtration, environmental services, and broader controls, sensing and remote monitoring & diagnostic capabilities. First year contribution from acquisitions totaled over $4 billion in revenue and $500 million in operating margin. As of 2009, these assets contributed over $10 billion of profitable annual revenue to GE. A critical element of this journey was revamping our strategy development, M&A and integration capabilities; several noted as GE Best Practices.

Directed all corporate audit activity across GE Capital’s 23 diverse financial service businesses with $370 billion in assets and $5 billion in earnings. Businesses included consumer lending, asset management, mid-market financing, capital asset financing, private equity, and consumer and specialty insurance.

Provided finance leadership to 9 GE Capital businesses with over $19 billion in equipment management and equity assets, $4 billion in revenue and $500+ million in net income. Member of leadership team that delivered 9%+ revenue, 13%+ asset and 18%+ earnings growth (CAGR).Led joint venture formation, two dispositions, and asset management, outsourcing and quality initiatives.

Provided finance, strategy and operational leadership for $8.5 billion mid-market equipment leasing company. Led organization of 200+ finance professionals operating in 5 countries. Member of leadership team that delivered 20%+ annual asset growth, 25%+ annual earnings increase and 25%+ improvement in ROE. Led organization of 200+ finance professionals operating in 5 countries. Team delivered four acquisitions, support to new vendor alliances, re-engineered core finance systems and improved customer service operations.

Led planning, financial management and operations analysis activities for $5.6 billion global polymers business. Led initiatives for CEO/CFO on pricing strategies, capacity planning, plant financing, JV analysis and due diligence.

Promoted over five years from Staff Auditor to Executive responsible for large reviews across multiple businesses and world-wide locations, often with significant business participation.