Mike Sullivan Email & Phone Number

East Dubuque, IL, US

$1.5B, private, family-owned electrical products distributorPrevious: Compensation, Governance, Audit and Technology/Cybersecurity Committees

Brooklyn Park, Minnesota, US

$200M, private, family-owned, building products distributorCompensation Committee Chair and member of the Governance Committee

Chanhassen, Minnesota, US

Private and family-owned electrical products distributor to the automotive industry

Lakeville, MN, US

• Selected by the newly appointed CEO to serve as the executive leader for end-to-end business transformation. Accountable for the development of new capabilities and rewiring the organization to be more process enabled.
• Transformed over ten end-to-end enterprise business processes with demonstrated and sustained behavioral change as well as EBIT contribution.
• Built the Company’s first Transformation Management Office (TMO) that included a small team of high potential leaders and a strategic partnership with Boston Consulting Group (BCG). Consistent with the succession plan.
• Delivered financial results through the critical processes of Assortment Management, Revenue Management, and Indirect Procurement which led to an exit run rate of $60M in EBIT contribution.
• Implemented Integrated Business Planning (IBP) and utilized it as the standard for how the business was run.
• Built a unique and effective process for managing behavioral change through all stages of the transformation, including the transition to full business leader accountability.

Lakeville, MN, US

• Selected to the executive leadership team of the newly formed Company (MOM Brands + Post Cereal). Executive leader of the new HR organization (40+ team members) that included HR Business Partners, Talent Management.
• Throughout the integration process of MOM and Post, partnered with the executive team to significantly over-deliver the synergy target, increasing EBITDA by 30%, and achieving record market share.
• Led the development of the Company’s new mission and core values to establish the new culture.
• Integrated the 2017 acquisition of Weetabix North America.

• Elected by the Board as a key partner to the CEO/Board Chair, Lead Director, Committee Chairs, and Shareholders.
• Partnered with the CEO and CFO as key management members of the deal team during the evaluation of strategic alternatives through the final sale process. Partnered with investment bankers (BAML), external lawyers (M&A.
• Partnered with the CEO and Compensation Committee Chair to develop the Executive Compensation philosophy. Leveraged the compensation consultant (F.W. Cook) and external legal experts to execute annual work plan for the.
• Drove the annual work plan for the Governance Committee, including succession plan, evaluations, committee/chair assignments, and board compensation; utilized Spencer Stuart for director searches.

• Selected by CEO as a company officer to transform the entire HR function. Led the complete restructuring of the function to include 32 professionals organized around three key headlines: HR Business Partners, Talent.
• Succession Planning: partnered with the CEO and Governance Committee to increase Board level engagement on CEO and leadership succession. Succession Planning had the greatest increase in performance as measured by the.
• Employee Engagement: more than doubled the percentage of engaged performers from 2009–2014 (24% to 50%) as measured by the Gallup™ Q12 process.
• Organizational Design: partnered with the CEO in 2012 to reorganize the executive team. New general management roles were added to support the overall succession planning strategy.
• Compensation and Benefits: developed end-to-end Total Rewards Strategy.

• Selected by the CEO and the VP of Sales & Marketing for a Board approved general management and entrepreneurial role to design, develop and lead the Company’s first autonomous innovations division. Focused on.
• After the initial organizational assessment and design, selected key talent from Marketing, Sales, Product Development, Operations, Packaging, Finance, and Supply Chain to build out the division. Success led to added.
• Led the division to launch an innovative new hot instant oatmeal product and brand called Better Oats™. The concept required Board presentation and approval of over $10M in CAPEX.
• Led a stage-gate innovation process for the development of the Abundance™ cereal brand and product.

Selected by VP of Sales & Marketing for a key start-up role to develop the Company’s first Sales Operations function to support a rapidly expanding national direct sales force. Role required significant cross-functional relationships with Customer Service, Accounts Receivable, Pricing, Trade Marketing, and Sales.

St. Paul, MN, US

Mair, Human Resources

Ba, Psychology