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.

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.

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.

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.
• 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.

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.

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.

• 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.
• 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.
• 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.

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.

• 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.
• 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.
• 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.

Master Of Business Administration (Mba)

M.B.A

B. A, Business Administration