TransGard, based in York, Pennsylvania, delivers patented substation protection solutions exclusively engineered to eliminate substation outages and other damage caused by both ground animals and birds. TransGard’s innovative fences and Laser Bird Defense systems successfully defend and protect thousands of locations in the U.S. and Canada.

Full P&L leader for business unit, a division of Menasha Corporation, a privately held leader in packaging and fulfillment solutions. Responsible for defining and driving new growth strategies, developing the lead team to enable rapid growth and long-term succession, and building a culture of LEAN/CI thinking to standardize the core business processes for scalable business growth. 2 manufacturing sites, and 1 fulfillment location servicing both Trade customers and Intracompany partners in the Northeast and Upper Midwest. Leading a team of 8 direct reports.Established and implemented a clear growth strategy for the unit that drove double-digit top- and bottom-line growth each year. Drove pricing to maintain and enhance margins through a period of rapid material cost inflation, and implemented Lean/CI techniques to ensure top-level customer deliveries in the face of severe labor and material shortages during the Covid pandemic. Led the business through successful implementation of a new SAP MRP platform.

Full P&L leader for >$200,000,000 business unit, a division of JBPCo, a privately held leader in specialty vehicle bodies. A turn-around situation, responsible for building and developing the lead team, getting the business back on track, and driving new growth strategies. 2 manufacturing sites, and 10 upfitting locations with a primary customer footprint in the Eastern USA, and a desire to build to a fully national business. Led a team of 8 direct reports.During the 2-year period of leadership, the business achieved double-digit top and bottom-line growth, while reorganizing and rebuilding the Senior Leadership Team to a high-performing unit. Implemented JD Edwards MRP system across the business and built relationships with key customer and industry contacts that enhanced the Reading brand.

Full P&L leader for $700,000,000 business unit, a division of privately held global leader in rigid plastic packaging. Responsible for defining and driving profitable growth strategies across a network of 22 operating locations with a primary focus on the North American region and top 25 global customer accounts. Led a team of 9 direct reports across all business functions.• Completely rebuilt business leadership team; replaced 70% of staff at top three organizational levels to upgrade talent.• Re-established solid customer relations; moved from 20% of business under 3+-year contracts to >90% by 2014.• Improved costs by >40% by driving strong operational improvement focus; standard work, quality & CI.• Implemented growth strategy, focused and reduced operating costs while driving 56% EBITDA margin improvement.

Held newly established position created to accelerate business growth by driving global corporate development team to deliver key external growth strategies for a $6B global diversified chemical company with leading technologies for the production of acetic acid and downstream derivatives in emulsions, plastics, and consumer product spaces.• Identified, negotiated, and closed 2 acquisitions, each in the $10M – $100M range• Rebuilt global team and developed premier function and center of excellence• Defined new organization strategy, with focus on localization of talent in each global region

11 years of international business experience and increasing responsibility across 6 roles in Business Development and General Management for a $1B global leader in the manufacture of specialty chemicals and materials for construction. From 2000-2005, served multiple roles in the Cambridge, Massachusetts HQ. Starting in Business and Commercial Development, led teams that added over $100M of new business to the portfolio over 3 years.From 2005-2010, promoted to P&L leadership roles as an expat in Europe. Initially promoted to General Manager for the $60M Building Products group in Europe, based in Slough, UK. After successfully driving business to double-digit growth in 1 year, promoted to run the $160M Concreted Division, based in Brussels. In 2007, promoted to the VP/GM role, the top P&L leader for the $400M business unit.Roles and results:Vice President/General Manager, Europe, 2007• Maintained growth results while market declined >25% in construction activity• Championed new business developments delivering $85M in new growth• Defined and drove creation of CoE to consolidate all order-to-cash activities from 11 locationsBusiness Director, Concrete Products, Europe, 2006• Established vision, strategy, and structure for reorganized unit with aggressive 40% growth goal• Staffed new marketing organization; achieved 40% growth goal in two years• Restructured sales to improve profit margin by three pointsGeneral Manager, Specialty Building Materials, Europe, 2005• Revitalized business to achieve double digit sales growth focusing on new geographic segments• Achieved 16% sales and 27% EBIT growth in 2005; grew sales 16% and EBIT 100% in 2006Manager, Commercial Development, Specialty Construction Chemicals, 2003Commercial Development Manager, Specialty Construction Chemicals, 2002Business Development Manager, 2000

A leading producer of specialty plastic film substrates used for flexible food packaging, consumer, and industrial applications. Hired directly out of business school as a Business Analyst in the Allied-Signal Financial Management Program. Promoted five times in my six-year tenure, each promotion the result of generating significant results and improvements in the team’s performance.Roles at Honeywell/Allied-Signal:Business Development and Integration Leader, 1998-2000Product Manager, Base Films Business, 1997-1998Operations Leader, Consumer Packaging, 1995-1997Business Analyst, 1994-1995