Worked with the Marmon leadership team to identify and qualify suitable, high quality companies as potential acquisitions to form new platforms or as bolt-ons to existing platforms. Led and/or participated in formulating and concluding valuation models and LOI's, negotiating SPA's and conducting due diligence activities.

Serving as Managing Director (Geschaeftsfueher) of Automatik Plastics Machinery GmbH which was acquired as part of the Maag Pump Group in March 2012. Responsible for leading the integration, consolidation and margin improvement efforts as well as localization of selected products at the PSG facility in Shanghai, China.

Worked as an integral part of the ongoing M&A ambitions within PSG specifically overseeing all integration activity surrounding acquisitions in order to provide a secure and robust bridge to, "day to day" operations. Developed, negotiated and closed the acquisition of the RedScrew Pump company in Tianjin, China in November 2011. Served as President & Legal Representative of the RedScrew Pump business overseeing the management and integration of RedScrew into the group following the acquisition until June 2013.

Interim position based in Shanghai to assist the President in conceptualizing and executing PSG's China and pan Asian strategies and business plans. Transfered selected products to the Shanghai facility and increased sales by 400%. Built new Sales Mangement organization and increased channel partners from 2 to 12. Established SE Asia sales office in Singapore and put in place expanded sales, marketing and product mangement organization across the region. Transfered production of selected products to the Chennai, India facility and established countrywide sales organization resulting in a 300% increase in sales. Succcessfully hired and transitioned position to a local executive in Shanghai.

Led an $80 million manufacturing organization, 5 service centers, and 7 sales offices in Germany. Concluded corporate integration activities following a stalled corporate merger, and restored profit for facility that had lost 4.5 million Euros per year.~ Masterminded strategies to accelerate the footprint in Eastern Europe, The Middle East, and Russia. Catalyst in pushing annual revenue to $80 million.~ Skyrocketed annual operating income to $7+ million, eliminated $1.5 million in redundant costs, implemented Lean Enterprise practices, and pushed margins to 48%.~ Mobilized team to relocate 50% of the German pump production operations to a China facility that created a 100% margin improvement. Returned production of high value compressors to the company which generated a 55% margin for stainless steel pump production.~ Led an initiative to establish a private label agreement and manufacturing license with a European specialty compressor manufacturer which led to $10 million in global revenue.

Tapped to integrate North American operations and sales channels with Nash's assets. Also, achieved a $2.5 million cost savings, closed a St. Louis facility, and transferred operations to Germany. Directed a $150 million manufacturing, packaging, and service organization with 500 employees, 3 manufacturing facilities, 12 sales offices, and 10 service centers in North America and Europe.~ Integrated Siemens Elmo North American sales, service distribution, and engineered systems packaging operations which prompted $12 million in new revenue.~ Shut down a large pump manufacturing facility and relocated operations to Germany.~ Pushed revenue to $28 million by closing an engineered systems packaging facility and relocating operations to Pittsburgh.

Restructured organization, and turned around several problems including a dysfunctional cost structure, languishing product launches, and inferior employee incentive plans.~ Boosted sales $6 million through new pricing decisions, new product line acceleration, and international growth plans. Increased service sales to $18 million.~ Took over leadership of the North American service business, and decreased costs $500,000, doubled inventory turns, and eliminated $300,000 in annual inventory write-downs.~ Restructured the Sales and Marketing Teams which saved $500,000 and implemented aggressive pricing schemes that led to $3 million in gross margin improvements. ~ Member of the President's Council that developed a corporate restructuring program. Efforts led to $3.75 million in savings.

~ Reshaped the sales organization to focus on high growth market opportunities, and worked on new product development projects. Collaborative effort pushed annual sales to $45 million and gross margins to 45%.~ Established new product development teams to support new market opportunities. Credited with lowering commercialization process from 3 years to 9 months.~ Created a plan to drive new product sales from $1 million to $4.5 million, and led an e-commerce project and ERP system selection team.

~ Finalized the integration of 2 acquired product lines, eliminated redundancies, rationalized products and captured $1+ million in annual cost savings.~ Built a key account program highlighting customer specific product customization requirements and developed a senior management team sales concept that led to a 60% market share among global water treatment companies.~ Increased European footprint by leveraging multiple channels to market to win more than $1 million in sales.

~ Authored a business pan that was approved by the Board of Directors to establish a sales, service and distribution center in Singapore. Built business from the ground floor pushing sales to $4.5 million in 3 years.~ Led acquisition activities for a subsidiary company in Singapore and established and monitored sales and service personnel employed by 5 other IDEX business units.~ Wrote a business plan that was approved to set up a representative office in Beijing, China. Managed start-up activities including securing government approval and won $500,000 of sales in the first 18 months.

~ Launched operations and negotiated representative agreements with 4 companies that resulted in $3 million in 4 years.~ Advanced sales by negotiating a license agreement with Hycor Corporation to manufacture screening equipment in Singapore.~ Paved the way to expand engineering and contracting services which created $2.5+ million in new revenue.

~ Established offshore representative office in Athens, Greece to further sales of Clow pumps, pipe, valves, hydrants and sewage treatment equipment into the Middle East. Grew sales to $10M in two years.~ Set up representative network in eight Middle Eastern countries: Egypt, Saudi Arabia, Jordan, Kuwait, Oman, U.A.E. and Qatar.