Board Member/Operating Partner/Chairman

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Car wash platform start up.

Sun Auto Tire & Service is a leading provider of automotive aftermarket repair service with 400+ retail locations across the US.

Transforming hazardous waste into clean, green products.GlyEco is using breakthrough technology to recycle waste glycol , safeguard the environment and create valuable green products

Recruited by Founder of the company and Oaktree Capital who acquired the rapidly growing profitable business in 2015 to professionalize and prepared the business for a successful liquidity event in only two years. Company was sold in August 2017.-Rapid profitable revenue growth in an industry where it was an exception 100% Revenue CAGR-Created a senior leadership team, structured planning and forecast process-Transformed marketing model from limited focus (2) to omnichannel model (10) utilizing proprietary technology to focus on cost of customer acquisition by channel reducing customer acquisition expense 15%-Focus on operational excellence drove down expenses to industry leading level $1.65/watt versus $2.00/watt-Differentiated brand through brand refresh, velocity improvement across the business to deliver product to customer faster than the competition and implemented measurement of customer satisfaction at critical control points reduced cycle from 100+ days to 70 days

Verengo Solar is a residential solar company that grew rapidly to be leader in the nation behind Solar City in the disruptive solar industry. I was recruited by the Board and Kleiner Perkins to complete a turn around of the business.-Eliminated ineffective leadership positions first 30 days-Immediately implemented a cost savings project reducing costs 33% -Divested northeast operations to NRG Residential Solar-Transformed supply chain process to reduce cash requirements-Recognized as change agent in the industry; BWG solar advisory member and speaker at industry events-

Recruited by the President of Automotive to drive service growth to counter act the erosion of tire margins, acting as COO led marketing, sales, legal, purchasing, safety/compliance and operations in a capital constrained environment with full P&L responsibility for $1.3B+ annual sales, 740+ corporate auto centers, 6 franchise auto centers, multiple call centers, and 12K+ associates. Transformed a team with retail mentality to sales focused customer centric team. Brought in technology to retail and commercial divisions to grow service revenue with no incremental marketing expense. Utilized new alignment technology and aggressive marketing campaign to have most successful Black Friday tire sales volume in history of Sears Auto in 2011 selling over 90k tire units in one day.

Selected by board to lead revitalization of global manufacturer with a diverse portfolio of brands; operations in Illinois, California and Belgium. Reorganized business eliminating 2 layers of management between CEO and the Dealer. Created the foundation for a subsequent profitable sale to another PE firm. Established long term channel partnership with The Home Depot providing lead generation and financing option.

Nominated and elected as member of Liberty Mutual Advisory Board to provide leadership and strategic direction.

Restructured business organization through creation of Board of Directors to provide oversight vehicle for family members and addition of professional management team; VP Operations, CFO, CMO, VP People Development.

Increasing responsibility starting as front line employee to General Management P&L responsibility starting at revenue of $2.5M at branch in NJ increasing to $100M at a wholly owned international subsidiary turning around United Kingdom and Ireland business from a loss to profit and sold in two years at a premium.-Drove rapid profitable growth in all assignments with a consistent track record of increasing employee and customer loyalty.-Recognized as turnaround leader/"Fixer"; took NY Region from lowest performance quartile in one year leading the company in profitability, next fix was Midwest Region lowest performing in company due to State of Kentucky regulatory crisis in two years top region, next fix was international business operations for UK and Ireland that was unprofitable, negative cash flow, high DSO and failure to deliver on contracted service.-Led the company multiple years in acquisition volume.-Seven greenfield branch operation start ups to grow new commercial division in the US.-Recognized as developer of management talent; designated as GM Trainer as a new GM, recruited GM Trainees, responsible for corporate training of financial literacy for GM trainees.

Started and expanded own Lawn and Home services business to fund college education and ability to be financially independent. Sold lawn accounts to ChemLawn which became TruGreen-ChemLawn when ServiceMaster acquired ChemLawn from EcoLab.