Greg Mooney Email & Phone Number

East Flat Rock, North Carolina, Us

Utilize my experience with premium brands like Benchmade, Benelli and STI to develop a line of production/custom guns focused on the carry market. Benchmade uses state of the art manufacturing capabilities along with world class engineering to produce a custom knife at production volumes and pricing. Benelli's commitment to the same strategy as STI's focus on a flat shooting competition handguns led us to help Cosaint Arms create a gun that is truly a better carry option.

Asheville, North Carolina, Us

Addressing market niches by developing innovative products and distribution strategies. We work with companies to build on existing strengths while developing new ones.

Mills River, North Carolina, Us

Microtech began as an entrepreneurial effort by Tony & Susan Marfione. They have had many ups and downs. After beginning to build a real brand in cutlery they decided to make a rifle to compete with the Steyr bullpup. That went fairly well until it didn't. They quickly began making knives again and pulled themselves out of a deep hole.My role at Microtech was to help the organization get out of the "entrepreneurial" mode and establish a foundation for real growth. We are happy to say we accomplished the goal. Production was up 20% with 16% less overtime, expediting expenses, and frustration by the team. Sales are also up 24% due to a focused product mix and sales programs that allowed the customers to order what they want versus what the company decided to make. Additional new talent in HR and Finance as well as new supervision in fabrication and assembly improved communication and quality.Helping the owners develop a strategy and then implement it with real results is why I enjoy my role.

STI produces and sells precision firearm parts and a specialty firearm that dominates the competitive shooting market. Before we arrived, it had entrepreneurial processes and attempted to enter the broader firearms market. This did not go well. As the leader of this niche business, we listened to our board, the employees and the customers to develop a broader market strategy. We added sales representation; developed a structured dealer distribution plan; created new product; introduced Continuous Improvement philosophies to the operation; and presented the premium STI products accordingly on the web and in the literature. The results were fast growth and manufacturing growing pains. Eventually we doubled output while maintaining quality and raising average unit selling price. This produced 100% growth and a brand to be recognized.

Urbino, Italy, It

As the Sr. Executive for this Beretta Holding Group US division, we worked with a leadership team of 5 to implement the US vision for the foreign brands we represent. They are Benelli, Franchi, and Stoeger shotguns as well as A. Uberti cowboy action replica firearms and Stoeger air guns. Marketing, Sales, Product Development, Service, and a very effective supply chain is how we add value for our customers and brand owners.Sales increased 46% during the period even though the industry was focused on tactical products, we grew with field & sporting gunsMargins improved 8% due to variable pricing and program changes.Profit increased as a percentage of revenue by over 60%Inventory Turns increased 43% through enhanced sales & operations planningReorganized Sales department to increase efficiency and reallocate payroll to service-$500,000 savingsDeveloped a system to align job responsibilities with compensation to ensure fairness and market competitivenessBrought strategic planning to the company that entailed more than a sales forecast. This contributed to the strong growth and profitSpearheaded an enhanced E-Commerce partnership with a marketing and supply chain company that stimulated branded merchandise by 35%Encouraged the development of annual marketing plans for each brand to bring focus. This helped the smaller brands perform with limited resources. The growth in the secondary brands was half of the increase mentioned above.Transformed a sales only incentive trip into a companywide bonus program based on profit. Two years in a row all employees went on the incentive trip. The Distribution Service Center improved pack and ship efficiency by 14% by analyzing the work and implementing a few LEAN principals. The company had not attempted any improvement projects in the past.

Oregon City, Or, Us

As President I worked closely with the owners and Board of Directors to develop a vision for the company and then implement it with the help of a six person leadership team. The more than 150 who got the job done were all based in a 52,000 sq. ft. office and manufacturing plant in Oregon. Operationally, we constantly worked on our LEAN processes. As a domestic manufacturer of premium cutting tools, we needed to make approximately 80 models, which totaled more than 450 stock keeping units spread over 4 brands. All of these knives were sold through a network of dealers and international importers. Additional duties included overseeing the owner's other investments: Athena Precision Industries (Fabricated Metal Parts), Mentor (Intellectual Property), and Sentinel (Capital Equipment). Revenue increased by 88% due to better on-time delivery of core and new productsMargins improved 9.8% through focusing on a more profitable product mixInventory Turns were up 65% by pruning the product line and better sales/operations planningProfits as a percentage of revenue increased by 156% as a result of the efforts to increase revenue, margins and turns.Revenue per employee increase by 48% by holding where we could without adding staffAcquired and integrated Lone Wolf Knives to use as an outdoor brand. Oversaw the plant expansion to increase square footage by 65%. This allowed for consolidating Athena Precision Industries (another company De Asis Family business) into the facilityRepresented the company and the De Asis family at Pacific Northwest Defense Coalition and other political eventsWas the first manufacturer in Oregon to be award LEED Certified Gold for operations and maintenance in an existing building in 2011.Was Awarded Manufacturer of the Year as well as Most admired Company by the Portland Business Journal

Oregon City, Or, Us

Having just finished the best year in the company history, we experienced more than a 60% decrease in government purchases. I was asked to lead the operations team as well as the sales and marketing group. We adjusted our workforce, developed a new plant layout to improve flow, and worked diligently on our LEAN processes. This produced excellent results by year-end. The new structure also pulled sales and marketing closer to operations via new monthly management meetings.Adjusted workforce to match the new business. 12% reductionEncouraged Operations staff to develop a production flow that would increase efficiency. This was implemented in the fall of 2005 and allowed the company to go from a year-to-date loss as of June to a 5% profit by year-end.The continued focus on process allowed for a reduction in scrap by more than 45%Communication improved due to weekly and monthly department meetings where operations, sales, and marketing were involved.As we began to focus on all channels of distribution (Military, Commercial, and Export) we saw our commercial and export grow by 5% as the Fed Gov was shrinking. By 2007 were were able to produce the demand of all markets and the business grew by more than 30% that year.

Oregon City, Or, Us

Was brought on by the owner to help brand his company as well as develop the marketing, sales, and distribution strategy.Revenue Increased during this period by:-Developed an E-Commerce platform which encouraged consumers to buy from the company website while supported distribution. This grew from nothing to 14% of the business. The additional benefit was that consumers bought unique products with higher price-points.-Establishing sales policies with associated programs. Dealers, Distributors, Regional Chains. Each was well defined and dealers were the focus.-Hired Rep agencies to cover the country and sell these new programs.-Brought in a creative/marketing talent to help brand the company. He developed an advertising/communication strategy. This gave Benchmade a consistent look and message.-All trade shows we used rented upscale displays to match our brand.-We limited which customers were opened to make sure we did not over commit due to limited production-We developed a larger assortment of commercial products so that the Law Enforcement/Military items did not dominate the mix. This improved our distribution and lowered our risk of legislation restricting our growth.-We developed a network of international partners to increase the business. It went from almost nothing to 7% of the business. When 9-11 happened, we hired a salesperson to focus on military in Nov of 2001. He was a retired Navy SEAL and from the time he started to the peak, we grew our Fed Gov business by more than 45% of the total business. After the peak in 2004, we settled into a very nice 30-40% of annual sales. This growth in military sales was a big help to the growth in commercial products due to war stories of durability.Through product development focused on the market, Benchmade won the Industry's Knife of the Year award 92% of the time it was awarded

Carmel, Indiana, Us