Advise technology-driven industrial and medical device companies leveraging personal experience developing organic and inorganic growth strategies as well as deploying growth-enabling business processes.

Following a consulting engagement, hired as an operating CFO to lead preparation for and execution of a successful exit. Growth and operational initiatives increased revenue growth rate 300 bps and expanded EBITDA margins 500 bps resulting in a 5x money multiple (MoM) exit. Implemented a proprietary value creation governance system to drive productivity improvements and strategic commercial re-alignment. Leveraged digital transformation tools during leadership of the COVID response to drive cost actions and to liberate $40 million of liquidity.

Recruited by Battery Ventures as an Executive in Residence (EIR) to build a platform in the noise & vibration test & measurement space. Full profit and loss responsibility. Acquired three companies (Data Physics Corp., Lansmont Corp., and Team Corp.) and built a robust acquisition pipeline. Implemented 100-day integration plan and executed aggressive restructuring and professionalization of the organizations, transforming them from founder-run, sub-scale businesses, to integrated businesses leveraging combined capabilities in software development, engineering, manufacturing, field service, sales & marketing, and administration.

Engaged by this leading private equity firm in connection with their effort to build a platform in the physical property test & measurement industry, and to become CEO of the platform once established. Completed the first acquisition, Data Physics Corporation, in February, 2014.

During my time at HallStar, sales grew compounded at 7.5% despite managing out of Harvest businesses, and EBITDA averaged over 20% growth resulting in a 600 bp improvement in EBITDA margin. Supporting this improvement is a foundation of world class business processes we implemented.Full profit and loss responsibility as well as strategy and M&A. Shifted emphasis toward our largest and most capital intensive manufacturing value stream to prepare for growth indicated by our sales funnel. Streamlined management and focused our team on driving out variation and reducing waste. Led to a 60% reduction in cycle times, thus eliminating the need for a planned multi-million dollar capacity expansion. Reduced over $0.5 million in material loss through aggressive lean daily management. Reduced outside toll manufacturing costs by $0.7 million by freeing up capacity. Completed a "Lean" transformation of the team. Articulated a long term strategy to address future growth requirements indicated by our opportunity funnel with minimal capital.Led the acquisition and integration of the TP Esters business from Dow Chemical. Year one EBITDA exceeded our investment model by over 20%.Continued to operationalize our growth processes. Completed our global sales footprint. Led the development of a go-to-market strategy for a game-changing new patent-protected chemistry.

Brought on as a change agent to help transform a profitable but slow-growing, mid-sized, US-centric specialty chemical company with an interesting intellectual property position, into a global solution provider. Introduced Strategy Deployment and Lean Enterprise tools focused on growth processes resulting in re-focused global GTM strategy separating Industrial and Personal Care commercial activities. Weighted opportunity funnel grew from ~$15 million at inception to over $40 million, and funnel wins have grown 30% per year.

Developed, secured financing for, and implemented business plan to address maintenance and repair issues for wind turbines.

Reporting to the CEO, P&L responsibility for a portfolio of three businesses with combined revenues of $250 million and over 1,000 employees. Developed and implemented a comprehensive restructuring of the division during which we reduced the manufacturing footprint, upgraded key staff members and addressed succession issues at 2 of three businesses. I also drove the re-positioning of the brands and established a new go-to-market strategy, and established an acquisition growth strategy to leverage our brands and channels in the future.

Responsible for developing and implementing M&A and integration processes as well as Product Portfolio Management Processes. Executed three acquisitions valued at over $600 million, located in Asia and Europe. Implemented Global Data Warehouse to drive execution and analysis of strategic initiatives.

Direct responsibility for 22-person Research & Development group, and functional responsibility for 45-person product development and technical service groups. Responsible for implementing product development process spanning the definition of opportunities with sales team, development of scope and objectives, alignment of technical resources with strategic priorities, and scale-up in the commercial environment. Member of 5-person Executive Committee.

Responsible for reorganizing and refocusing the IT organization. Drove key integration projects. P&L responsibility for Latin American operations, secured funding for and executed startup operations in Brazil including a factory . Member of 5-person Executive Committee.

Responsible for M&A and integration processes for this fast growing specialty chemicals company. Executed 10 acquisitions and 1 divestiture.

Responsibilities included completing several work rotations throughout the company as part of high profile management training program, while concurrently completing the MBA program at Kellogg Graduate School of Management. Rotation assignments are described below:• Equity Capital - Private Equity Associate - October 1995 - August 1996• Interest Rate Derivatives - Derivatives Trader - September 1994 - October 1995• Emerging Markets Debt - Research Analyst - March 1994 - September 1994• Investment Grade Securities - Analyst - September 1993 - March 1994