Mark Day Email & Phone Number

Maryland Heights, MO, US

Following a period of significant transformational improvements, Voltyx was successfully sold to Asplundh in May of 2024. I supported the transition of the business across to a new leadership team as part of a managed exit at the end of December 2024.

Downey, California, US

HW Power / Doty Bros. Pipelines / Tidwell Pipelines / Select Electric / Herman Weissker / Neal Electric /An interim position where I supported the incumbent CEO of a minority owned utility construction group with a wide range of improvement initiatives across 6 separately branded Operating Companies (OpCo) with a total revenue of $420M. The markets for.

Salt Lake City, Utah (UT), US

When I joined Brahma at the start of 2019, the business of $200M with 500 employees, was financially struggling with a number of large contract losses and several live litigation actions. We initiated immediate cost cutting, with a lean enterprise approach across the business to right size SG&A. We decentralized the organization into regional hubs with a.

Recruited to reinvigorate the electric division, following the loss of the two largest customers in early 2017. Established a new leadership team with a broad business background. Merged the three, separate electric opcos, into a single unified brand, with over 1,500 employees and $260M revenue. Successfully implemented a comprehensive safety culture.

Dorchester, MA, US

Recruited to professionalize the largest gas utility contractor in New England, with over 700 employees and $140M revenue. Diversified the customer base and expanded into Connecticut, matching industry leading EBITDA performance of the main business in first year and achieving 22% YOY revenue growth. Introduced a comprehensive project management approach.

London, GB

Led the company’s high voltage power transmission operations in the USA and Canada. Directed the 2-year, $300M capital spend program for the ATCO Electric Utility Company across Alberta, Canada out of Edmonton. Directed the 5-year, $500M capital spend program for the National Grid Utility Company across New England, USA out of Boston. Developed and.

London, GB

Directed all UK Construction & Engineering operations for the high voltage power transmission and digital telecommunication businesses for the largest international infrastructure group in the UK. Restructured the leadership and management teams, simplified and improved process efficiencies. Lifted revenue from $130M to $260M over 4 years and almost.

Recruited to transform this medium sized regional business into a fully diversified and profitable infrastructure service provider in preparation for a sale (Company now known as VolkerLaser).Introduced larger, more complex projects as well as new and highly profitable business streams. Took the company from $22MM revenue with zero EBITDA to $76MM revenue.

Ipswich, Suffolk, GB

Opened a new regional office, expanded customer base and entered new work streams with higher margins on larger projects.Bid and won the multi-year UK Thames Valley canal & lock gate refurbishment program for British Waterways ($24MM over 3 years)Bid and won the $25MM segmented rail tunnel construction project to create ‘air space’ for a major regional.

The 2nd largest construction company in Southern Africa. Promoted to executive leadership of the newly merged Highways & Infrastructure division (Company now known as Stefanutti Stocks).Grew revenue from $320MM to $410MM in a rapidly softening market by targeting large scale joint ventures and cross border projects with international finance.Reduced.

Recruited to turn around this loss-making division in a rapidly declining political and economic environment.Drove new customer initiatives and minority partner inclusion through joint venture arrangements to move from an $80MM loss making and rapidly declining business to a sustainably growing $120MM revenue with an 11% contribution.Opened new regional.

Bsc (Hons), Civil Engineering

Education record