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.

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 these 6 separate brands covered the full spectrum of utility services including oil pipelines, gas pipelines, water infrastructure, overhead and underground (T&D) power systems plus fiber optic installations as well as large scale commercial & industrial electrical fit outs.My specific areas of support & focus at MEI included:- Strategic roadmaps completed for each OpCo- Succession planning completed for each OpCo- Talent development through LMS distance learning- Engagement Culture introduced across the businesses to unify the group- Brand Development initiatives- Business Partner approach across all support services- Process and systems adoption & improvement- Performance reporting & management information systems

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 new operational leadership team founded on ownership and performance. Introduced strong governance and cost controls to eliminate leakage & waste. Re-focused the business on cash collection & performance metrics and entered several new light industrial markets such as distribution centers, data centers and commuter facilities construction. The new team expanded revenue streams, settled litigation hangovers and closed out 2019 with record profitability.

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 change program. Centralized support services for all 3 opcos and rationalized office locations & administrative staff to generate a 19% SG&A cost saving. Re-focused the business around re-growth and performance improvements, winning back 40% of the lost business and re-gaining full approval across all customers in the combined OPCO footprint. Presented the renewed electric business as part of a successful sale transaction in September 2018.

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, improving EBITDA through smarter controls, a focus on performance & efficiency, plus alternative workflow practices. Improved safety performance across all metrics and successfully introduced a front-line leadership development program to deliver 20% YOY organic growth.

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 implemented the Balfour Beatty North American M&A strategy in the USA, to expand the company’s energy services and holdings. Negotiated agreements with Mexican construction partners and the Federal Electricity Commission (CFE), for market entry into Mexico.

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 doubled contribution margins over that same period. Successfully bid 50% of the UK high voltage 5-year Alliance project for National Grid. Entered the UK telecoms market by winning 50% of the UK broadcasting 5-year digital switchover Alliance program for the British Broadcasting Corporation (BBC). Championed entry into the North American market, by winning two long-term collaborative Alliance capital build programs, in Canada and the USA. These long-term Alliance programs were based on the ‘Progressive Design Build’ model.

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 and 10% EBITDA.Reduced customer dependency by quadrupling the existing footprint of the business with 3 new regional offices and increasing the number of primary customers from 4 to 22.Restructured the entire organization and introduced performance focused reporting, improving efficiencies taking out layers of redundant cost and improving KPI’s across all metrics.

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 mall development.Bid & won $17MM multi-lane A14 highway bypass including 2 major concrete bridge crossings.Led the new Huntingdon regional office from zero to $26MM revenue at 12% gross contract margins within 2 years.

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 divisional overheads, merged back office support systems, closed underutilized facilities and cut duplicated or redundant functions.Rationalizing the two business divisions cut combined G&A costs by 13% over 3 years from 1993 to 1996. Steady controlled growth then built on lean foundations.Successfully bid and constructed the trans Mozambique Highway toll road concession in joint venture with Bouygues of France ($260MM over 2 years).Expanded large bore steel pipeline operations successfully into Saudi Arabia with a local Saudi partner.Started a new segmental tunneling business unit, a piling services unit as well as introducing directional drilling, pipe ramming and remote CCTV camera inspection services all through acquisitions.Championed a new infrastructure funding model in collaboration with the Danish International Development Agency to upgrade community water systems with payback through savings made by eliminating leaks and loss.

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 offices in Cape Town & Bloemfontein to take full advantage of our joint venture partner relationships which provided the ability to bid and secure local government and international funded projects.