 President, CEO and Board Member, ASM Holdco, Inc. 2014 to 2018 Formed the Dayton PM Group, acquiring two private companies creating a $65M platform with plants in N.A.,China, Mexico. Researched and discovered two privately held businesses; performed the due diligence; negotiated the selling price; closed the LOI and the final contract after the LOI; arranged financing; and became the CEO and President. ASM is a structured powder metal and 3D parts maker serving auto, truck, medical FDA Type… Show more  President, CEO and Board Member, ASM Holdco, Inc. 2014 to 2018 Formed the Dayton PM Group, acquiring two private companies creating a $65M platform with plants in N.A.,China, Mexico. Researched and discovered two privately held businesses; performed the due diligence; negotiated the selling price; closed the LOI and the final contract after the LOI; arranged financing; and became the CEO and President. ASM is a structured powder metal and 3D parts maker serving auto, truck, medical FDA Type II, aerospace, appliance, truck and outdoor power markets. CTI is one of only four manufacturers of electrical tips serving the electrical power transmission industries. Mentored and coached team members creating an environment of consciences building and identifying meaningful opportunities for improvement in return on invested capital and removing waste. Applying Lean and Industry 4.0, removed $1.7M of waste in first 15 months; created JV in Mexico to sell to Siemens and improve revenues by 2X in three years; negotiated a much needed price increases to yield a 3% GM improvement. Produced a first year EBITDA of 16.7%. Second year 18.9%. EBITDA improvement in all subsequent years. Named Eaton's "2015-16 Supplier of the Year". Show less

 CEO, Eric Buell Racing, Inc. Milwaukee, WI, 2011 thru 2013. Recruited in 2011 as CEO and President for Erik Buell Racing, Inc., the $183M Buell motorbike division of Harley Davidson that was spun off in late 2009 when Harley was in financial trouble. At EBR (www.erikbuellracing.com ) I raised $25M of private funding from Hero Motorbikes the largest motorbike manufacture in the World. and $3M of private equity; and put in place an $8M senor revolver. I executed a new three year strategy that… Show more  CEO, Eric Buell Racing, Inc. Milwaukee, WI, 2011 thru 2013. Recruited in 2011 as CEO and President for Erik Buell Racing, Inc., the $183M Buell motorbike division of Harley Davidson that was spun off in late 2009 when Harley was in financial trouble. At EBR (www.erikbuellracing.com ) I raised $25M of private funding from Hero Motorbikes the largest motorbike manufacture in the World. and $3M of private equity; and put in place an $8M senor revolver. I executed a new three year strategy that resulted in the introduction of three new sport racing motorbikes in the Fall of 2013. Increased revenues from $53M to $183M Introduced the first ever hybrid motor scooter popular in India and Europe. Great example of a disruptive technology. Show less

 President, CEO and Board Member, Teknicast International, K L, Malaysia, 2009 to 2011. Full P&L responsibility for $50M manufacturer of proprietary machined aluminum die castings produced for Emerson, TRW, Graziano, Dana, Eaton, Tyco, Honeywell, and Rosemount. Organized new sales division that produced in 2011, $14.2M of incremental high gross margin revenues from first time customers in North America, Europe, China, and SE Asia. Introduced and implemented a new APQP quality system that… Show more  President, CEO and Board Member, Teknicast International, K L, Malaysia, 2009 to 2011. Full P&L responsibility for $50M manufacturer of proprietary machined aluminum die castings produced for Emerson, TRW, Graziano, Dana, Eaton, Tyco, Honeywell, and Rosemount. Organized new sales division that produced in 2011, $14.2M of incremental high gross margin revenues from first time customers in North America, Europe, China, and SE Asia. Introduced and implemented a new APQP quality system that follows worldwide standards. Implemented ISO 16949 and Lean Six Sigma. Improved throughput applying Industry 4.0 increasing capacity by 70% with small capital investment of $2.5M. Acquired $8M competitor. Show less

 President, CEO and Board Member, ALPHA SINTERED METALS, INC., Ridgway, PA, 2006 -2009. (Four Years) Full P&L responsibility for $40M manufacturer of proprietary powder metal parts located in N.A., China and Luxembourg. In 2008 Transitioned company from $16M revenues with negative cash flow to revenues of $40M annualized and 18% EBITDA. Reorganized executive staff creating a strong balance of new and tenured team members. Focused on four proprietary non-automotive and automotive products… Show more  President, CEO and Board Member, ALPHA SINTERED METALS, INC., Ridgway, PA, 2006 -2009. (Four Years) Full P&L responsibility for $40M manufacturer of proprietary powder metal parts located in N.A., China and Luxembourg. In 2008 Transitioned company from $16M revenues with negative cash flow to revenues of $40M annualized and 18% EBITDA. Reorganized executive staff creating a strong balance of new and tenured team members. Focused on four proprietary non-automotive and automotive products serving outdoor power equipment, medical, small engines, specialty, and appliance. In eleven months, built and equipped a 60,000 sq. ft. plant in Yizheng, China including its laboratory, recruited staff and made powder metal parts for non-automotive applications and Dana. Produced the first-ever, PM cam shaft for worldwide small engines and European and Asian auto engine manufactures. Produced $4.1M of powder metal cam shafts for Kohler Engines in fully automated assembly cell , a destructive new technology. Acquired $7M, CNC manufacturing business for value added secondary services. Passage of the Dodd-Frank federal legislation forbid private banks like Key Bank to participate in private equity and I lead Key Bank’s exit at a healthy 5X in down market for equities. Show less

 Vice President and General Manager, PRECISION ENGINE PRODUCTS CORP (PEPC), Hartford, CT. 2003-2006 (3 years). Full P&L responsibility for a $100M division of STANADYNE CORP ($550M) with multiple plant locations in N.A., S.A. and Western Europe. Grew aftermarket distributor program by 21% to $20M. Tier I manufacturer of high-precision, valve train components for small engines such as Kohler and for passenger car engines produced by GM, Ford, Chrysler, BMW, Audi, VW and PSA. Lead the… Show more  Vice President and General Manager, PRECISION ENGINE PRODUCTS CORP (PEPC), Hartford, CT. 2003-2006 (3 years). Full P&L responsibility for a $100M division of STANADYNE CORP ($550M) with multiple plant locations in N.A., S.A. and Western Europe. Grew aftermarket distributor program by 21% to $20M. Tier I manufacturer of high-precision, valve train components for small engines such as Kohler and for passenger car engines produced by GM, Ford, Chrysler, BMW, Audi, VW and PSA. Lead the turnaround from 10 years of consecutive losses to profitability and the ultimate sale to Gentech. Mentored and coached a team of 420 employees at four worldwide plant locations, implementing a Six Sigma program reducing overhead by $4.6M, increasing (EDITDA) to $7M. Resourced 92 million components at three JVs in China and one India, closing a domestic plant and saving $10M. Directed $3.5M strategic capital investment in Brazil that resulted in 11% revenue increase. Successfully transitioned from a negative cash flow to planned divestiture. Goldman Sachs successfully sold parent (Stanadyne) to Kohlberg and Company, and PEPC was then divested to Gentech for $35M or a five multiple.. Show less

 President, CEO and Board Member, PRECISION GOVERNORS, LLC, Rockford, IL, 2000-2003 (4 years). Identified and partnered with a small equity group of high net worth individuals and acquired $3.5M privately held manufacturer of high technology digital hardware and software for small engines. Restructured organization, recruiting new staff in finance, engineering and operations, and installing new MIS with strong financial controls. Implemented cellular manufacturing and Kanban, growing operating… Show more  President, CEO and Board Member, PRECISION GOVERNORS, LLC, Rockford, IL, 2000-2003 (4 years). Identified and partnered with a small equity group of high net worth individuals and acquired $3.5M privately held manufacturer of high technology digital hardware and software for small engines. Restructured organization, recruiting new staff in finance, engineering and operations, and installing new MIS with strong financial controls. Implemented cellular manufacturing and Kanban, growing operating margins from 38% to 53%. Obtained ISO 9001 accreditation. Directing 5 new software engineers, developed on-board 32-bit CPU and Visual Basic software platform for new electronic fuel injection system for industrial engines to meet emissions requirements. Positioned company to grow from zero to 37% market share. Sourced throttle body and CPU in China. Increased sales 500% to $22M. Show less

Directed efforts to prepare private company with revenues of $22M for sale to major Swedish firm, Electrolux; successfully negotiated maximum sale price. Accelerated cash flow by revitalizing financial and operations departments and introduced state-of-the-art operating system. Ensured optimal business potential pre-sale by pursuing multinational development. Led 52 sales, marketing, operations, finance, and R&D team members to ensure outstanding performance. Developed a corrugated drainage… Show more Directed efforts to prepare private company with revenues of $22M for sale to major Swedish firm, Electrolux; successfully negotiated maximum sale price. Accelerated cash flow by revitalizing financial and operations departments and introduced state-of-the-art operating system. Ensured optimal business potential pre-sale by pursuing multinational development. Led 52 sales, marketing, operations, finance, and R&D team members to ensure outstanding performance. Developed a corrugated drainage pipe produced by a lock and seam patented process for the first time, a disruptive technology.Eliminated 24% of operating costs by introducing process re-engineering, Six Sigma, and JIT strategies. Show less

 President & General Manager, CARSONITE INTERNATIONAL $28M, 1996-1998, Charleston, SC, (2 years). Led staff of 140 in three manufacturing plants (metal fabrication, assembly, thermoplastics) serving the highway safety, telecommunications and petrochemical industries. Acquired $7M competitor. Implemented a turnaround strategy that reduced costs, introduced three new products, installed cellular manufacturing and JIT and positioned for successful planned divestiture to Shakespeare Corp

 Vice President, Sales & Technology, General Manager, ROCKFORD POWERTRAIN, INC., BORG WARNER DIVISION, 1994-1996, Rockford, IL. (3 years). Responsible for sales, marketing and engineering for this $75M manufacturer of high precision transmissions and torque converters serving the agricultural equipment, off-highway, construction, heavy duty truck and defense industries. General Manager for $10M Power Take Off division. Managed a global staff of 54, including an engineering staff of 35, and… Show more  Vice President, Sales & Technology, General Manager, ROCKFORD POWERTRAIN, INC., BORG WARNER DIVISION, 1994-1996, Rockford, IL. (3 years). Responsible for sales, marketing and engineering for this $75M manufacturer of high precision transmissions and torque converters serving the agricultural equipment, off-highway, construction, heavy duty truck and defense industries. General Manager for $10M Power Take Off division. Managed a global staff of 54, including an engineering staff of 35, and a Brussels division. Introduced three new products; increased revenues 37% or $28M. Later sold to GKN drive line division Show less

 Senior Vice President, ENERGY ABSORPTION SYSTEMS, INC., 1991-1994, Chicago, IL (3 years). Directed the activities of two VP’s and a worldwide staff of 30 for this $100M, 30% EBITDA, NASDAQ listed manufacturer of highway safety products competing with 3M Corp. Led the company’s new product development program. Directed $7M strategic acquisition of largest competitor. Launched five new product lines, including a thermoplastic traffic barrier that today represents 55% of revenues. Created… Show more  Senior Vice President, ENERGY ABSORPTION SYSTEMS, INC., 1991-1994, Chicago, IL (3 years). Directed the activities of two VP’s and a worldwide staff of 30 for this $100M, 30% EBITDA, NASDAQ listed manufacturer of highway safety products competing with 3M Corp. Led the company’s new product development program. Directed $7M strategic acquisition of largest competitor. Launched five new product lines, including a thermoplastic traffic barrier that today represents 55% of revenues. Created and chaired the company’s first strategic planning process, and increased revenues 36% (from $39M to $53M). Show less

Produced strategic plan that was responsible for the introduction of three new street sweeper models which today are the main contributors to revenues and profits.

 Senior Partner, DBG, Inc., 1987-1989, Chicago, IL. (4 years) Partner at DBG, a professional industrial consulting group focusing on international strategic marketing, global sourcing, and operations improvements utilizing Lean Six Sigma best practices. Clients included FMC, Federal Signal, and 3M

 Distributor Sales Manager, Product Manager, Director of Marketing/Operations, Vice President. General Manager (12 years). MARK IV INDUSTRIES: 1975-1980; Dayco Corporation, Dayton Ohio $100M manufacturer of elastomerics fluid control components and fan belts serving the off-highway equipment, appliance, specialty, outdoor power equipment, heavy duty truck, medical industries. 1980-1987; Imperial Clevite, Chicago, IL, $100M manufacturer of elastomerics and metals, fluid control components… Show more  Distributor Sales Manager, Product Manager, Director of Marketing/Operations, Vice President. General Manager (12 years). MARK IV INDUSTRIES: 1975-1980; Dayco Corporation, Dayton Ohio $100M manufacturer of elastomerics fluid control components and fan belts serving the off-highway equipment, appliance, specialty, outdoor power equipment, heavy duty truck, medical industries. 1980-1987; Imperial Clevite, Chicago, IL, $100M manufacturer of elastomerics and metals, fluid control components serving off highway, agricultural, outdoor power equipment, nuclear, and petrochemical industries ( now Parker Hannifin Divisions). At Imperial Clevite, consolidated two $50M divisions, reduced costs by closing two manufacturing operations, converting from batch to cellular manufacturing, installing JIT and eliminating 57 positions Show less