Successful business owners have turned to Mirus Capital Advisors for more than 30 years to help them realize their ultimate accomplishment – the sale of their business. As a middle-market investment bank focused on mergers and acquisitions, Mirus drives successful deals for companies in targeted industries including food & beverage, consumer products, technology, manufacturing & distribution, business & industrial services, and hospitality. By combining a proven process, industry and transactional expertise, and personalized service focused on long-term relationships, Mirus has completed hundreds of sell-side, buy-side, capital-raising, fairness opinion and valuation transactions. Our affiliate Mirus Securities, Inc. is a registered broker-dealer and FINRA member. Holder of FINRA's SIE, Series 79, and Series 63 registrations.

B.O.S. Better Online Solutions Ltd. (NasdaqCM: BOSC) is a leading Israeli provider of RFID and mobile solutions and a global provider of enterprise-level supply chain solutions.

IEC Electronics Corp. (NasdaqGS: IEC) provides electronic manufacturing services to advanced technology companies in the United States. It specializes in the custom manufacture of complex circuit cards and system-level assemblies; an array of cable and wire harness assemblies; and precision sheet metal components. The company offers its assemblies for use in various products, such as military and aerospace systems, medical devices, industrial equipment, and transportation products.Chairman, Compensation CommitteeMember, Governance and Nominating Committee

Private-equity backed national provider of healthcare linen services in the acute care, sub-acute care, and outpatient surgical center markets. Hired with new management team to take Angelica out of Chapter 11 bankruptcy.♦ Advised P.E.-sponsor through bankruptcy purchase process on sales, marketing, operations, and financial matters.♦ Managed the post-bankruptcy emergence turnaround plan that restored business profitability and customer confidence through optimized performance by identifying and implementing best practices across all functions and locations.♦ Driving day-to-day activities in the Sales, Marketing, Customer Service, and Billing functions that have resulted in new organic business wins of 13% of revenue in 2018 (highest in percentage and dollars in the last 10 years).♦ Developed a long-term strategic growth plan through acquisition and organic actions to include geographic expansion into regions currently not serviced, entrance into new tangential end markets, accelerated introduction of new products, and enhanced distribution strategies.

Providing advisory services in a Senior Vice President Role for strategic development, investor relations, mergers & acquisitions, and investment strategy and research for their $1 billion public-holding company, Steel Partners Holdings L.P. (NYSE: SPLP) and hedge fund, Steel Partners S-III Opportunity Fund.

Hired as part of new leadership team to turn around, then grow, money-losing business — a publicly traded, $462 million provider of sophisticated electromechanical devices and systems to the medical/biotech, military/aerospace and industrial/commercial markets, as well as contract design/manufacturing services. Took on broad responsibilities, from corporate strategy to operations, business development, financial management, M&A and investor relations. ♦ In initial crisis/stabilization phase (2009-2010), improved liquidity from $19 million net debt to $32 million net cash through customer contract renegotiation, disengagement from unprofitable customers, facilities consolidation, operating improvements, inventory reduction, past due account collection. ♦ Set stage for continued improvement through operational measures that increased margins from 5.0 to 15.3%, including lean manufacturing, sales and operations planning, and continuous improvement systems.♦ Created a new five-year strategic growth plan centered on extending aerospace-focused foundational technology through R&D and M&A to reach new markets, while expanding geographically in key regional manufacturing/design service businesses.♦ Led complementary technology/market-building M&A initiatives: identifying, negotiating, acquiring and integrating 14 businesses for an additional $263 million in revenue (purchased at $182 million in transactional enterprise value at favorable market multiples).♦ Built new performance metric-driven business development organization, rebranded and expanded marketing. New business grew to 10% of revenue, business deal size by 45%, and sales pipeline from $20 to $136 million.♦ Led new investor outreach/relations program resulting in 60% investor turnover, average daily volume increase from 2,000 to 40,000 shares a day. Stock moved from $1.35 low to $33.36 high in 2014.

Recruited as P&L partner with sales/marketing-focused CEO to drive growth and profit of employee-owned $40 million leader in design and manufacture of custom, permanent point of purchase displays for Fortune 1000 retail brands through "big box" and branded retail channels. ♦ Transformed go-to-market strategy from project to continuing program focus, winning “embedded” status with 12 blue chip clients’ marketing teams for all point of purchase work at lower prices than bigger competitors.♦ Developed, executed and managed five-year strategic and tactical business plan, resulting in 10% and 14% revenue increase in first two years, 34% gross margin improvement, reversal of gross margin erosion, and 13% expansion of sales pipeline.♦ Mapped an ideal business process flow and phase gate system, enabling margin and profit growth, even with 4% headcount reduction. And, executed Asian supply chain strategy moving 20% of sourcing overseas to reduce project cost by 30%.

As part of the Gardner Bender business unit leadership team, helped double growth of multi-brand $300 million manufacturer/distributor of professional electrical tools, voltage testers, wire management products through retail, contractor, e-commerce and wholesale channels. Led up to 16 direct reports, 600 employees across 7 domestic and 2 international locations.Built new organization, consolidating both functions (manufacturing, distribution, supply chain and product engineering) and facilities (from 15 to 9, including major manufacturing move to China, and eventually 5, saving $2.5 million). Maximized performance through world-class lean methods, continuous improvement, sales/operations planning, operations/business goals alignment, customer delivery improvement. Introduced Management by Fact process to drive core growth and support a new $37 million product line with $13 million sales increase potential. Played key acquisition identification/due diligence role, and led operations integration for $160 million in acquisitions.

Hired as key member of leadership team for $300 million Elkay Division (14 direct reports, 6 U.S. and 2 international facilities) of privately held, $1 billion international manufacturer of stainless steel sinks, kitchen faucets, drinking fountains and kitchen cabinetry.Developed division's first long-term manufacturing strategy, including planned $9 million in savings from facilities consolidation. Introduced Toyota-inspired lean manufacturing initiatives to achieve major cost and performance improvements. Drove continuous improvement process to ISO 9000 certification, sales/operations strategy to record performance, inventory savings, and Canadian operations turnaround from loss to double-digit profit. Participated in manufacturing due diligence for potential acquisitions.

Progressed through multiple management positions with increasing responsibility at a $5.2 billion, high-volume manufacturing facility. Oversaw labor and overhead cost centers of up to $120 million with 750 employees in a unionized environment. Included leadership in building new $200 million paint shop. Developed expertise in Ford Production System (lean manufacturing master and six sigma black belt), balanced scorecard management, manufacturing/engineering cost reduction, union relations, cost center management.