Mark Rhoades Email & Phone Number

CFS Group is a multi faceted consulting and distribution organization that services various levels of customers within the Contract Furniture Industry. Manufacturers, dealers and influencers are our primary clients. We specialize in strategic planning, mergers and acquisitions, executive management, organizational overhauls and market distribution, both in project and long-term assignments.

Itasca, Illinois, Us

Lead the entities of Trendway Furniture and ESI: Trendway Corporation, a Fellowes Brands company in Holland, Michigan, helps customers create beautiful and effective work environments with a wide range of furniture and architectural products. A company with over 50 years of exceptional performance, Trendway provides customers peace of mind through outstanding service, quality products, guaranteed delivery, and fast/flexible custom solutions. For more information on Trendway, please visit www.trendway.comESI, based in Mesa, Arizona, designs products for the movers and shakers of this world—office furniture and accessories that keeps the end user active, healthy, focused, productive, and engaged, every single day. The pace of business is faster than ever, but they are here to propel people forward at work, at home, and in between. To learn more about ESI visit esiergo.com.Trendway and ESI are a part of the Fellowes Brands family of brands. Fellowes Brands was founded in 1917 and today is a fourth-generation family business that makes workplace solutions, such as business machines, storage products, workspace wellness solutions, and air purifiers. To discover more about Fellowes Brands please go to fellowesbrands.com.

Mesa, Arizona, Us

Mesa, Arizona, Us

Strategically lead the positioning and marketing of the company to a successful sale to Fellowes Brands, providing maximum value to Shareholders. ESI Ergonomic Solutions is a market leading producer of ergonomic work tools that enhance productivity and wellness. ESI is known in the industry for its award-winning Customer Service and high quality products that are shipped in 48 hours. ESI’s full line of ergonomic solutions includes monitor arms, height adjustable tables, lighting, keyboard solutions, technology solutions, and accessories. ESI is a Fellowes Brands Company and is headquartered in Mesa, AZ.

Successfully marketed the company for sale to potential buyers, completing a strategic transaction that delivered top value to shareholders. Grew EBITDA by 125% through introduction of lean practices, plant restructuring, KPI development and empowerment of personnel. Increased revenue by 45% through distribution expansion, product development, program development and field sales force upgrades. Designed, developed and launched 16 new product lines, with gross margin percentages in excess of 40%, and sales generation totaling over 47% of the company’s entire revenue. On-shored or near-shored 65% of component inventory for aggregate cost savings of over $1MM in PPV. Built a best-in-class leadership team of seven with the development of existing team members, as well as recruitment and onboarding of new talent. Executed a rebrand strategy with a rejuvenated value proposition: “Simple Sell, Simple Service and Simple Design.” Consolidated the company by reducing multiple sites and moving to an upgraded larger facility, which increased productivity.

San Juan Capistrano, California, Us

 Increased profitability by 368% and improved EBITDA by 289%, while driving corporate initiatives to develop a comprehensive strategic plan, rebuild the brand, and implement operational excellence. Drove growth of revenues, significant increases in overall market share and expanded operations while the global industry experienced a 25% to 30% decline. Completed 12-month transfer of all production to Monterrey, Mexico and Zongshan, China $7M under budget; achieved startup three months ahead of plan in Mexico while maintaining 90% on time statistic with no loss of customers; achieved startup and profitability of Chinese facility within six months, serving the Asian market.  Generated $7 million in cumulative material cost savings, and improved COT from 85% to 96% during tenure. Obtained 100% of fill valve business with American Standard and improved share of global business with Kohler. Re-established positive growth trends with The Home Depot, Lowe’s and Wal-Mart by guiding key relationship management and establishing partnerships to drive sales. Achieved strategic goals of sales growth and EBITDA by building an executive team of top talent, filling the key roles of COO, CFO, and Vice President positions, creating a high performance team. Structured and executed a new focus on innovation, new product development, and acquisitions to invigorate the brand, reducing developmental time to market from 24 to 12 months, resulting in release of 12 new products between 2008 - 2011.  Created a team to reinvigorate the brand with initiatives such as “Simplify the Shopping Experience,” a two-year changeover of packaging upgrades; and developed subbrands for the professional channel and OEM channel, respectively “Own the Pro,” and “Only the Best Inside.”Chief Marketing Officer, February 2008 to May 2008Orchestrated full P&L responsibility for global sales, marketing, engineering, and quality initiatives until asked to spearhead company as President.

Cypress, Ca, Us

A $100M+ leader in commercial seating products manufacturing.  Achieved record revenues in excess of $100 million annually with an unprecedented growth rate of approximately 150%, even as the contract furniture industry declined 30%. Developed and implemented a three-year strategic plan, growing revenue by over 68% to over $100 million.  Established and implemented key performance indicators that drove constant measurement and improvement throughout the company. These included labor improvement of 50%, freight improvement of 33%, EBITDA improvement of 58%, and COQ as a percent of sales by 50%. Initiated a three-stage material sourcing plan in Asia that reduced material cost for four consecutive years, for a cumulative savings of $6 million. Performed ongoing product gap analysis and executed resulting introduction of six market leading product lines that doubled market share and improved gross margins to exceed 40%. Successfully designed, developed and launched Instant Seating Brand, adding 5% of the company’s revenues in year two. Designed and implemented Supply Logistics Center (SLC) system, based upon the Dell and Ford models. Vice President of Sales and Marketing, October 2000 to April 2003  Increased sales 49% by upgrading 60% of the field sales force from “C” players to top performers. Rebranded and positioned the company as an industry leader. Launched a commercial plastic category. Executed a strategic alliance with Herman Miller and upgraded to award-winning electronic and print media. Structured and implemented a product development process initiated with gap analysis that pinpointed opportunities and reduced development cycle. Introduced ten successful product lines, each contributing margins of 40% or greater.

A G.K. Baum holding company roll-up contract furniture manufacturers generating approximately $100 million in annual sales.  Provided leadership in attaining volume and profits to turn around four manufacturers: Harter, Fixtures, ABCO, and Precision.  Created marketing team that controlled over $100 million in revenue generated from 41 product lines.  Negotiated six international licensing agreements with manufacturers in Europe and Asia, which led to the successful introduction of 12 leading product lines. Managed the development, introduction, and growth of 15 new products in 30 months through the creation of effective advertising, publicity, direct mail, and promotional campaigns. Shortened product development cycle from 26 months to 12 months through process rationalization and development.  As the architect of Zoom, designed a start-up company that achieved $20 million in revenue.Vice President and General Manager, ABCO Division, Florence, AL, April 1996 to November 1997 Guided this $35 million table and case good manufacturing facility to improve revenue, quality, and culture. Achieved revenue projections of $35 million, a 12% increase over the prior year. Discontinued $4 million in unprofitable product sales; introduced two new series and two major line enhancements to offset revenue loss. Replaced 45% of 26 independent commercial representative agencies; replaced management team of directors for human resources, sales and marketing, customer service, finance, manufacturing, and engineering. Improved quality of product and services through the organization and focus of quality teams in manufacturing and customer service; created a “can do” culture which placed customer first. Established multi-tiered dealer programs while solidifying the wholesale and catalog listing relationships driving business to higher profitability.

A $90 million manufacturer of contract and retail furniture.  Initiated cross-functional product management processes that cut development time by 50%, and increased the total number of product introductions by 100% in the same timeframe. Managed and grew national retail relationships with Office Depot, Office Max, and Staples by 14%; negotiated product listing and programs that reduced overall costs for two consecutive contract periods. Drove this segment to represent 42% of sales. Turned around western region from a 5% decline to an 8% increase, positively impacting 22% of the business.

A $13 million manufacturer of industrial steps, ladders and equipment.  Executed “turnaround management” for this national company who had filed Chapter 11. Strategically guided company to out-pace industry growth rate of 4% to 6% with company-wide growth rate of 25%.  Created a product design that captured government, industrial and healthcare market attention and comprised 30% of the company’s total revenue. The product remains a category leader in the industry today. Developed and launched new ladder and utility products which became 40% of the company’s revenues.  Positions included National Sales Manager and National Sales Development Manager/Utility Product Manager.

A multi-billion dollar market leader in consumer goods. Participated in Nestles’elite Management Development Program. Developed and managed the emerging “Superstore” class of trade which became a hugely profitable venture, as their Pace, Price Club, and Costco venues changed the landscape of retailing.