Gregory Guard Email & Phone Number

Los Angeles, CA, US

Horsham, PA, US

• A PE portfolio company focused on the operation and maintenance of critical municipal and industrial infrastructure, including water treatment, wastewater treatment, renewable natural gas plants, and public works.
• Develop and implement a Value Creation Plan (VCP) in partnership with the CEO, CFO, and PE firm to maximize enterprise value. Integrated 4 acquired companies to create a new Automation & Intelligence (A&I) division.
• Developed and commercialized a differentiated, SaaS machine learning platform for water and wastewater treatment utilities that increases sustainability, improves compliance, and reduces chemical and energy spend by
• Following the integration of 4 acquisitions, deployed a scalable NetSuite ERP platform to harmonize processes and maximize synergies during the planned integration of 3 additional companies in 2024 and each subsequent.
• Lead growth Public-Private Partnership (P3) efforts with top funds, engineers, and contractors in the infrastructure space.

Horsham, PA, US

• Developed and executed growth strategies to achieve revenue and pricing quality targets, and expanded revenue
• Created and implemented a comprehensive customer retention program that reduced client attrition by in 2022. Integrated Sales and Operations teams, mapped customer relationships, conducted quarterly business reviews.
• Increased the annual contract value and built a pipeline of high-margin and high-probability prospects; by Q1 2023, the program successfully generated more revenue than all of FY 2022. Developed an infrastructure fund.

Missoula, MT, US

• A privately held clean technology start-up, CLEARAS cleans municipal wastewater, cleans the air of greenhouse gases, and creates earth-friendly products that recover finite natural resources using plant-based media.
• Built out the organization and developed critical processes to successfully scale from initial pilot sites to full production. Generated and sustained positive EBITDA for the first time in the 12-year history of the.
• Repositioned the company from wastewater treatment solutions to a circular economy, ESG company with new branding, messaging, sales and marketing collateral, website, and a consistent online presence across channels.
• Initiated conversations to attract potential institutional investments and achieved alignment with a majority of investors and debt partners on potential exits, in the face of a complex and deeply divided capital table.
• Strengthened recurring revenue streams with 20-year municipal contracts to raise capital using a 20-year discounted cash flow (DCF) model and achieved a increase in the value of the enterprise. Identified end markets.
• Built a scalable operations model using Supervisory Control and Data Acquisition (SCADA) remote monitoring technology. Outsourced non-core manufacturing and installation functions to substantially decrease operational.

• A wholly owned management consulting firm developed to identify potential investment opportunities in multiple industries, with a focus on small, local businesses that would benefit from deep private equity expertise.
• Led client engagements that helped small businesses achieve near and long-term goals and maximize enterprise value, leveraging a proven strategic planning methodology developed throughout my private equity career.
• Lowered the risk profile of clients and prospects in an insurance brokerage, which helped the client secure lower rates through common carriers and the “captive insurance” market and deliver a increase in new business.
• Built a comprehensive two-year exit strategy for a parts manufacturer, including financial clean-up, improved operational controls and reporting, EBITDA enhancement strategies, and potential acquisition targets.

Santa Ana, CA, US

• A capital equipment manufacturer of industrial equipment used for municipal wastewater, food & beverage, and oil & gas, owned by Windjammer Capital until the sale to Sulzer (OTCMKTS: SULZF) in January 2018.
• Integrated JWC’s international manufacturing operation into Sulzer, the new parent company. Maintained full P&L responsibility and achieved aggressive growth in bookings, revenue, and EBITDA. Led the company to record.
• Led the acquisition of a UK-based screening technology company, Additionally, the acquisition created a springboard for Sulzer’s Direct Sales teams to access new international markets throughout Europe and Asia.
• Integrated specific elements of the JWC business into Sulzer’s more efficient cost structure to achieve domestic growth targets. Merged direct sales teams outside of North America, financial reporting, and IT.
• Developed and launched a new industrial product to access adjacent markets and exceeded first-year sales targets. Led a rigorous R&D stage-gate process, which leveraged essential Voice of the Customer (VoC) findings.
• Created a President’s roundtable to advance diversity and inclusion efforts, established the Women of Water (WOW) community, and played a significant role in driving transparency and employee engagement.

Santa Ana, CA, US

• Developed and executed growth strategies to achieve pricing quality objectives and a revenue target of. Reenergized underperforming global markets by hiring local salespeople equipped with market-specific sales plans.
• Led multi-channel sales teams, encompassing and 90+ channel partners located across the United States, Canada, the United Kingdom, China, Singapore, Jordan, and Mexico.
• Created a new industrial business division and expanded revenue from zero. Utilized the existing municipal product line for the initiative, which mitigated risk by reducing exposure to municipal market cycles.
• Rebuilt the international channel strategy to drive profitable offshore growth. Collaborated with channel partners to achieve targets and set a core focus on performance standards, communication, and accountability.

US

• Stabilized the company through a sourcing-customer contracting strategy, increased accountability for performance metrics, refocused on national accounts, and successfully grew revenue by 44.3% in 2010 and 40.8% in 2011.

Charlotte, North Carolina, US

• Expanded market penetration and profitability across direct, government (GSA, Municipal), and dealer channels, captured new international and D2C customers, and reorganized the sales structure to capture $2.5M in.

Charlotte, North Carolina, US

• Formed the $50M million enterprise out of 6 autonomous plants across the US and Canada. Assumed complete P&L responsibility, restructured and optimized operations, and grew pro forma EBITDA from 2.3% to 9.7% in one year.

Houston, Texas, US

• Led 25 direct reports and over 460 employees, covering every revenue opportunity across a $3B region. Grew revenues and pricing quality by 5.7% (2.9% price; 2.8% volume) in 2005 and 4.0% (3.8% price; 0.2% volume) in.

Bachelor Of Arts - Ba, Political Science

Artificial Intelligence (Ai): Implications For Business Strategy