As a Fernandez Holdings, Inc. private equity portfolio company, United C&F operates John Deere construction and forestry dealerships specializing in quality customer service in sales, service, and support of John Deere construction, roadbuilding, and forestry machines through the new, used, and rental channels. The company supports the construction, forestry, compact construction equipment, mining, and road-building markets through 14 locations in the New England states of Maine, Massachusetts, New Hampshire, New York, and Vermont. United Ag and Turf NE operates John Deere Agricultural and Turf dealerships with 43 locations throughout the states of CT, ME, MA, NH, NY, and VT.

Heavy construction, road building and mining equipment dealership with over $300M in annual revenue, representing John Deere Construction & Forestry, Wirtgen Group, Manitowoc Crane and other equipment manufacturers.Integral member of the executive leadership team, providing oversight of accounting operational functions including financial planning, forecasting, investment / treasury management, inventory management, information systems, human resources, and risk management. Develop and align strategies to generate substantial growth within the industry, identifying strategic opportunities, competitive advantages, undiscovered profit channels, and areas of potential cost savings. • Lead a team of 6 direct and 24 indirect reports across 11 dealer locations spanning four states.• Piloted the implementation of a customer relationship management system, enhancing sales funnel visibility and accountability; increased salesman participation by 12%, and closure by 6% across all market segments. • Reduced shrinkage by 16% and improved the accuracy of equipment on-hand; deployed a bar coded inventory management system across all locations.

Private equity backed manufacturer and distributor of watersport products and accessories including inflatable tow tubes, floats, stand-up paddle boards, wakeboards and kayaks generating revenue over $50M.Managed the achievement of business and financial objectives, analyzing financial information to implement solutions that improve financial status. Reviewed financial operations to monitor trends including labor costs, productivity, revenues, expenses, and financial ratios, in addition to preparing and presenting narrative, quantitative, and statistical data in budget forms, schedules, and reports. Guided cost analysis process, establishing and enforcing policies and procedures that improve operations and drive company objectives.• Implemented the warehousing/distribution module of Sage 300 to automate receiving, shipping and invoicing activities to enhance financial reporting and KPI/metrics.• Decreased order-to-cash cycle by 13% applying Six Sigma methodology, reducing pick-ship work time cycle by 27%, boosting invoicing time cycle by 12%, and improving revenue per employee by 9%.

The USA division of Boral Limited (Australia) has approximately 2300 employees and manufactures clay bricks, concrete and clay roof tiles, manufactured stone veneer, construction materials and fly ash for the residential, commercial and non-building segments.Led the Colorado senior management team, constructing robust business development growth strategies and implementing strategic processes across all revenue streams to deliver a sustainable competitive advantage. Moved through progressive roles within this organization, receiving fast-track promotions for exemplary performance.• Designed cross-functional revenue generations processes that leverage company strengths to increase profits.• Implemented systems and processes, improving overall operations of 10 ready mix plants, 125 mixer trucks, 2 masonry block manufacturing facilities, and one aggregate production plant. • Produced $125M in annual revenue (ready mixed concrete, masonry, clock, and crushed aggregate business); oversaw strategic plan development, acquisition analysis, and operations / control enhancement opportunities.• Maintain effective communications, fostering cross-team collaboration to drive profitable revenue; review the analyses of activities, costs, operations, and forecast data to track results.• Liaised with potential buyers during an attempted divestiture of the construction materials division; resulted in two substantial offers for purchase.

• Motivated a team of 5 direct and 12 indirect reports across major divisions consisting of 27 plants that generate more than $200M in annual revenue. • Slashed annual operating costs by $250K and improved accuracy of financial data; transitioned to a shared services environment (Oracle based) for all financial transaction and reporting. • Boosted bottom-line performance through key cost improvements across all product lines, improving EBIT by $1.8M o Implemented a data driven, automated central dispatching system that reduced dispatched roundtrips by 3 miles, generating an annualized total cost savings of $450K. o Delivered $625K in annual cost savings; reduced the number of mix designs from 400 to 60, allowing all plants in the system to produce any mix specification required.

• Mentored a team of seven, managing treasury, credit, AR/AP, capital expenditures, and acquisition due-diligence. • Generated $1M in annual cost savings through the conversion of 15 ready mixed concrete plants to Command Alkon software; streamlined production, transportation, and dispatch operations.

Rogers Group is the largest privately held, vertically integrated producer of crushed stone, sand, gravel, asphalt, masonry block products, and highway construction projects in the US, with over $500M in annual revenue.Moved through progressive roles, demonstrating exemplary performance and generating substantial results across the divisions.Led all aspects of financial operations as manager of 8-person accounting team and 40 field office clerks. Directed all finance and operation activities for 3 masonry manufacturing facilities, assuring appropriate balance between production volume and customer demand. Oversaw contract management, project cost assessment, percentage of completion revenue recognition, subcontractor relations, bid lettings, and policy administration for multi-million-dollar civil construction roadway projects. • Introduced a new masonry production planning system across manufacturing sites; reduced production lead times by 66%.• Improved aggregate production capability by 16% with minimal capital investment – analyzed aggregate production throughput, identified bottleneck challenges, and initiated Six-Sigma based solutions.

Private equity backed off-shore manufacturer of men’s & ladies corporate apparel generating $45M of revenue annually.

Privately held distributor of men’s & ladies golf apparel and headwear. Sourced products globally, selling $75M of products through pro golf outlets.

$300M Scottish manufacturer of cashmere apparel. Wholesaled to high-end USA retail stores and company owned retail locations.

$500M privately held apparel designer and distributor, sourcing globally and selling through direct mail catalog & company owned retail locations.

$1.1B publically held distributor of men’s, ladies & children’s footwear, sourcing globally and selling through 2,000+ K-mart retail stores.