Since retiring from his operating career, Gary has dedicated himself to working with mid-size companies helping to transform and optimize their businesses. Over the past 15 years, he has worked with over 50 companies ranging in size from$5M to $200M in construction, distribution, food and pharma production, manufacturing, business services and retail. Working as a hands-on advisor, He has helped firms to rethink their growth plans, strengthen their organization and optimize their operations, and over time, significantly improve the value of the business.

Growth Strategy Partners is a researched based management consulting firm focused on helping B2B small and mid-size businesses to accelerate their growth in revenues, profitability and value. The firm has helped hundreds of companies in the construction, distribution, manufacturing and service industries.

Led the initial phase of the turnaround and transformation of this $400MM industrial distributor. Built by acquisition, the company faced a series of business combination challenges when it sought to integrate the businesses into one. The company engaged my services to create and execute a turnaround plan that would help the company manage through complex internal and external challenges presented by the business combination process including retention of key employees and building company morale around a common culture, protecting market share, preserving core business and supplier relationships and managing to profitability.In twelve months, the plan was successfully executed, resulting in 1) return to profitability, 2) restructured organization that decentralized many functions and strengthened P&L responsibility/business ownership through multiple diverse branches, rejuvenated employee commitment, morale and culture throughout the company, 4) reengineering and optimization of the core business processes, and, 5) renewed positive relationships with the company's key vendors and suppliers.

Overhauled and restructured this innovative start-up beverage company. Experiencing significant product quality problems, I was asked to take over the business and resolve the underlying operational issues: 1) stopped the business due to unreliability of the packaging equipment: 2)overhauled the production, warehousing facilities and processes to comply with FDA regulations; 3)strengthened the organization capabilities, processes and controls; 4) installed new packaging equipment

Led transformation of old-line, commodity firm in cement and chemicals industries into an innovative, value-added marketing enterprise that significantly contributed to financial turnaround of $600MM business and improved operating profits by $150MM. P&L responsibility for specialty businesses plus management of business management, marketing, sales, logistics and technology functions. Built high-performance organization that scored highest level of employee motivation and satisfaction in multi-industry study.

Recruited as only non-industry general manager in five divisions of the Cement business to provide new vision, strategic direction and management approaches to this traditional business. Full P&L responsibility. Division revenues - $100MM