As CEO and Founder of Flywheel LLC, Mark specializes in accelerating the growth of mid-market companies. He works with CEOs, business owners and leadership teams to implement a framework that drives strategic alignment and execution accountability. By providing proven tools and techniques to properly scale the company, Mark helps his clients build the infrastructure necessary to grow profit, business value and quality of life.A catalyst for positive change, Mark helps business owners establish healthy cultures, winning strategies, disciplined execution and stronger leadership. These changes put the company on a continuous improvement path that produces results from the beginning and compounds over time.Along with his Scaling Up and Metronomics (3HAG) coaching certifications, Mark was certified as a Value Builder Advisor and is trained in the Advanced Insights Profile that includes the DISC, Values and Attribute Index assessments.

Family business specializing in providing branded fresh and frozen duck to retailers, distributors and food service segments throughout the US and to export markets. Vertically integrated poultry processor, encompassing 1,000+ acres, including breeder farms, grow-out farms, hatchery, genetic and research facilities, and USDA processing plant. Company employs approximately 250 people and processes over 5.2 million ducks per year.Hired as General Manager, then promoted to Chief Operating Officer to improve operating performance and set the stage for next generation leadership. REVENUE & EARNINGS ACCELERATION• Established professional sales and marketing organization resulting in double digit organic growth (>10%) in mature industry. Increased revenue from $48 million to $65 million (35% increase).• Expanded product offering and channel sales to increase revenue per duck (+17%) and operating margin per duck (+38%) to record highs.• Restructured Customer Service Department to improve order fulfillment rates from 83% to 99%+ and to reduce labor hours by 22%. STRATEGIC VISION, PLANNING & GOAL ALIGNMENT• Led leadership team to develop strategic plan, quarterly and annual growth initiatives, and core values.• Established multiple financial and organizational systems (e.g., strategic planning, budgeting process, capital planning, performance management) to professionalize the organization, and drove 4.4 point improvement in operating margin.• Instituted Balanced Scorecard process to align strategy, execution and performance management across the organization. OPERATIONAL IMPROVEMENTS• Scaled company growth through capacity additions in breeders, hatchery, new growers and plant throughput.• Managed $14M annual feed budget of 50,000 tons. Through improvements in feed conversion, average daily gain and supplier relationships, drove annualized savings of $1.3M. • Hired key talent and managed significant organizational chart changes to achieve objectives.

Nationwide office furniture dealer specializing in providing pre-owned, refurbished/new office furniture. Offering full scope of services (design, space planning, project management, installation). Company also handles large-scale office liquidations.Recruited by CEO for newly created position to drive top- and bottom-line results and grow company to next level. Led strategy, direction, planning, daily execution of operations, sales, marketing. Increased revenues from $6.8M to $11M, and drove increased net income and operating margin each year. STRATEGIC VISION & LEADERSHIP• Managed 2009 recession to profitability when industry shrunk by 30%. Handled challenging staff reductions and operational decisions and set stage for 63% revenue growth in 2010 and 23% revenue growth in 2011. Nearly doubled net income in each of these years.• Outlined growth strategy focused on expanding beyond dealer channel toward targeting end users: grew end-user sales from 29% in 2009 to exceeding 50% in both 2010 and 2011. Led branding/marketing initiatives in multi pronged strategy, including web, SEO, social media, and direct email campaigns.• Hired talent in sales, design, project management and production to support company’s strategy. Developed key people into leaders. Promoted collaborative, accountable, and team-oriented culture. OPERATIONAL PERFORMANCE IMPROVEMENTS• Implemented new sales management processes, a CRM tool, sales training and KPIs to actively monitor productivity and accountability. Revised sales representative compensation plan. • Introduced new inventory management and production scheduling processes. Reduced production/warehouse labor as a percentage of sales by 7%.• Initiated Lean training/implementation resulting in production efficiency gains of >20% in refurbishing operations.• Optimized infrastructure to support growth and improve customer experience. Instituted production metrics and incentive compensation for key staff, driving alignment.

Branded, private label snack food manufacturer founded in 1884, with manufacturing plants in Reading, PA/Ephrata, PA. Managed supply chain with $30M operating budget, 150 employees and 8 direct reports overseeing manufacturing, customer service, purchasing, logistics, engineering, maintenance. Responsible for 20M pounds of baked/fried snack food production (pretzels, cheese curls, tortilla chips, corn chips, popcorn). Member of executive team; advisor to Board of Directors.VP, OPERATIONS (2004–2007)VP, MARKETING (2002–2004)DIRECTOR OF MARKETING (2001–2002)MARKET DEVELOPMENT MANAGER (1999–2000)OPERATIONAL PERFORMANCE INITIATIVES• Improved labor efficiencies (4%) and basic yields (2%) through enhanced production scheduling, reduced downtime, staffing optimization, preventive maintenance, and startup changes. • Attained American Institute of Baking (AIB) “superior” ratings in both production facilities; passed numerous 3rd party plant audits.• Transformed labor relations in unionized baking plant resulting in 75% reduction in grievances and ratification of 5-year collective bargaining agreements.• Managed Bachman’s 5M pound, 47 sku potato chip outsourced contract manufacturing relationship. BRAND MANAGEMENT INITIATIVES• Managed all aspects of 200+ sku, branded product line with regionally strong market shares in New York, Boston and Philadelphia. Held Bachman and Jax brand market share with $6.5M marketing budget and independent distribution system in the face of formidable rivals Frito-Lay, Snyder’s of Hanover, Utz and Herr’s.• Developed/executed marketing strategy with volume, share/profit plans for Grocery, Club, C Store outlets. Managed new product development process, launched new grocery and club store items.• Led consumer, retailer, distributor marketing initiatives.• Managed private label initiatives for clients (Wegmans, Giant, Aldi, Market Basket).• Contracted with other manufacturers to produce products under our brand for distribution.

Public company dedicated to storing and servicing the data and records management needs of its clients. The company was pursuing an aggressive acquisition strategy in pursuit of its objective of having a global network of record centers to service its client base.Managed operations of 4 record centers in the South Florida region from North Palm Beach to Miami for hospital and other record center clients. Integrated people, assets and computer systems of 2 newly acquired record centers into the Iron Mountain system. Oversaw build-out and launch of new record center in North Palm Beach. Ensured high level “stat” service customer support.

Seafood processor, importer, and wholesaler specializing in premium quality lobster and conch. The processing plant was located on the island of South Caicos and the office was in Boca Raton, FL.Quickly overcame steep learning-curve as recent college graduate to turn around family-owned financially troubled company, achieving sales and earnings growth and premium market position. Expanded to new markets in Europe and Japan, negotiated seasonal pricing, implemented production metrics, improved yields 18% through process improvement, and established a premium brand commanding 25% higher pricing than quality competitors. Company was debt free in 3 years.