Mark Long Email & Phone Number

Powell, Oh, Us

Richardson, Texas, Us

Greensboro, Ga, Us

Co-founded a independent consulting specializing in M&A consulting in the service industry with 5 employees. Serve as lead negotiator and valuation specialist for the firm. Facilitated the recapitalization of Lawn Dawg with Brighton Capital Partners. As lead intermediary, introduced the parties, helping the private equity group develop the business plan for presentation to the fund and mezzanine capital providers, led negotiations between the parties. Led acquisition search efforts for Home Team Pest Defense enabling the establishment of platform operations in Richmond, St. Louis, DC, Melbourne. Sourced targets, facilitated negotiations, supported due diligence and integration. M&A Consulting (Multiple) – Led search, analysis and due diligence for numerous clients; TruGreen, Orkin, Scotts LawnService, Senske, Dodson Exterminating, Lush Lawn, Fairway Lawns et al leading to successful transactions. Founded along with partner, Organic Green Pros, a “green service” consultancy for municipalities and service companies looking to develop and adopt organic treatment protocols for turf and landscape areas. Helped EngageAgro USA develop its US distribution network for a line of niche products in the turf and golf market. Developed business plan for EcoSMART Services, a new business launch of a consumer lawn and pest control company now in funding stage.Set up franchise concept for LushLawn Franchsing, Inc. by authoring the FDD and other legal documents, submitting state registrations and evaluating operating prototype.

Field Development and Quality Assurance: Responsible $25 million in franchise operations, sharing of best operating practices across 100 company-owned and franchise locations, with 8 direct reports. Conceptualized the idea for and the development of a new employee “on boarding” and field level management development program at Scotts LawnService resulting in improved employee retention and quicker skill development. Conceived of a new employee integration program with the idea being a consistent and measurable program for new employee development. Oversaw the development of the MOTS (Management Operations Training) Program for first line supervisors.

Service Delivery (Operations): Responsible for $120 million in revenue, $100 million operating budget including a $20 million marketing budget, 10 direct reports, 1000 employees over 70 locations and a fleet of over 800 vehicles nationally. Led a field organization comprised of 6 regions, over 1000 full time associates in 70 plus locations, and a fleet of over 800 vehicles, serving over 330,000 customers and generated $135 Million in revenues. Produced record earnings (56.4% EBITDA increase to nearly $10 million) growth on 13.8% top-line growth to over $135 million in 2004. Revamped the field employee compensation program to better align incentive programs with critical performance measures and led the roll-out of the new program to over 800 associates.

Marysville, Ohio, Us

Vice President, Service Delivery (Operations): Led a field organization comprised of 6 regions, over 1000 full time associates in 70 plus locations, and a fleet of over 800 vehicles, serving over 330,000 customers and generated $135 Million in revenues. Produced record earnings (56.4% EBITDA increase to nearly $10 million) growth on 13.8% top-line growth to over $135 million in 2004. Vice President, Business Development: Led major acquisition initiative that drove the business from $40 million to $100 million in 24 months along with major franchise system expansion. Responsible for managing deals end to end, 8 direct reports with 6 overseeing $25 million (in customer level revenues) franchise network that delivered 25% of divisional EBITDA. • Led a major acquisition initiative at Scott LawnService from 2001 – 2003, providing comprehensive direction over the entire process, from targeting to integration. The acquisition effort propelled the business from $40 million to $110 million in 3 years. Vice President, GM: Put together the team that launched the business. Responsible for all business functions, with 400 employees, 6 direct reports and a $40 million P&L and CAPEX budget of $10 million. Assembled a team of key players to launch Scotts LawnService, a new strategic business unit, in order to leverage the equity of the Scotts brand family in consumer services. Achieved the fastest rate of growth in the 30-year history of the industry going from $8 million to over $75 million in 5 years with over a thousand employees and 200,000 customers in 25 cities.

Led major acquisition initiative that drove the business from $40 million to $100 million in 24 months along with major franchise system expansion. Responsible for managing deals end to end, 8 direct reports with 6 overseeing $25 million (in customer level revenues) franchise network that delivered 25% of divisional EBITDA. Led a major acquisition initiative at Scott LawnService from 2001 – 2003, providing comprehensive direction over the entire process, from targeting to integration. The acquisition effort propelled the business from $40 million to $110 million in 3 years. Negotiated the deal resulting in acquisition of Centex Home Team Lawn Care; the largest single acquisition in the history of SLS. As VP of Business Development, one of the key roles was to negotiate the major terms of the deal with the CEO of Home Team. Resulting deal led to $25 million in acquired revenues across 10 markets, 7 of which SLS did not have a presence into the largest single expansion of the business in the 15 years of its existence. Negotiated the acquisition of LiquiGreen Franchise was a very complex deal that culminated in 6 separate purchase agreements being executed in a single day. The acquisition transformed the Chicago market into the largest SLS entity with $8.8 million in revenue and $2.4 million in branch level EBITDA a full year later. Solved franchise conflict situations in Dallas, Austin, Ft Myers that were critical to facilitate the completion of the Centex Home Team Lawn Care acquisition, thru expedited negotiations in order to solve complex franchise and legal issues. Successful resolution permitted completion of the primary transaction, none requiring extraordinary measures.

GM: Put together the team that launched the business. Responsible for all business functions, with 400 employees, 6 direct reports and a $40 million P&L and CAPEX budget of $10 million. Assembled a team of key players to launch Scotts LawnService, a new strategic business unit, in order to leverage the equity of the Scotts brand family in consumer services. Achieved the fastest rate of growth in the 30-year history of the industry going from $8 million to over $75 million in 5 years with over a thousand employees and 200,000 customers in 25 cities.Conceptualized the launch plan for branded new service offerings; MiracleGro (for tree and shrub care) and Ortho (for pest control) resulting in significant new service line extensions within Scotts LawnService. Addition of the two additional service lines added another $10 Million in revenues across the customer base, which at the time was already the industry leader in generating revenue per customer. Solved the numerous integration challenges and problems assimilating the Emerald Green Franchise System into SLS. The acquisition was a complicated tapestry of legal, business, inter-personal issues needing resolution at the launch. A number of key territory repurchases facilitated SLS unencumbered corporate expansion in the Midwest. Resolution of the conflicts was the foundation of solid franchise business operating in concert with successful corporate operations.

NEW FRONTIER, INC., Wichita, Kansas 1995-1997President: Responsible for $5 million in revenue across 10 locations with 75 employees, all other business functions, raising capital, and the multi company merger that created New Frontier.• Assembled, thru strategic merger, 6 different franchise locations to form the largest single franchise in the Barefoot, Inc. franchise system. As President of New Frontier, assembled the legal, accounting, and back end resources into a single operating company supporting the service delivery in 6 different markets as well securing the seasonal working capital necessary to support a larger company. • Managed the largest franchise with the Barefoot Grass System and one of the largest regional lawn service companies at the time by with strong internal growth and new market expansion and 3 acquisitions.

Responsible for $5 million in revenue across 10 locations with 75 employees, all other business functions, raising capital, and the multi company merger that created New Frontier.Assembled, thru strategic merger, 6 different franchise locations to form the largest single franchise in the Barefoot, Inc. franchise system. As President of New Frontier, assembled the legal, accounting, and back end resources into a single operating company supporting the service delivery in 6 different markets as well securing the seasonal working capital necessary to support a larger company. Managed the largest franchise with the Barefoot Grass System and one of the largest regional lawn service companies at the time by with strong internal growth and new market expansion and 3 acquisitions.

Responsible for 30 locations both company owned and franchisee producing more than $40 million in revenue, 500 employees and a fleet of over 400 service vehicles.Trained franchisees and management teams as the Director of Franchise Operations at Barefoot Grass, at annual conventions, in field locations, and one on one. As division head, instructing, training, and lecturing was a large part of the role. Planned, developed, and held The annual thereafter franchise conventions were with the purpose of reviewing results of the fast growing division, sharing of best practices, soliciting feedback and ideas from the field. Improved the communication and the exchange of ideas and best practices between franchisor and the field which resulting in increased practice standardization and improved results for the individual franchise units. Planned and executed 3 different business unit turnarounds in succession. Units located in Denver, Omaha, and Minneapolis St. Paul were all underperforming locations. Had to take decisive actions to improve employee morale, improve customer service, and begin consistent daily performance.

BAREFOOT, INC., Worthington, OH 1977-1995Regional Director: Responsible for 30 locations both company owned and franchisee producing more than $40 million in revenue, 500 employees and a fleet of over 400 service vehicles.• Trained franchisees and management teams as the Director of Franchise Operations at Barefoot Grass, at annual conventions, in field locations, and one on one. As division head, instructing, training, and lecturing was a large part of the role. Planned, developed, and held The annual thereafter franchise conventions were with the purpose of reviewing results of the fast growing division, sharing of best practices, soliciting feedback and ideas from the field. • Improved the communication and the exchange of ideas and best practices between franchisor and the field which resulting in increased practice standardization and improved results for the individual franchise units. • Planned and executed 3 different business unit turnarounds in succession. Units located in Denver, Omaha, and Minneapolis St. Paul were all underperforming locations. Had to take decisive actions to improve employee morale, improve customer service, and begin consistent daily performance.

Master Of Business Administration (Mba)

M.B.A

B. A, Business Administration