Impact:- Significant new business development and market share gains to grow revenue 15%- Achieved consistent profitability and expect 10% return on sales in 2019- Created a robust supply chain with the formation of strategic partnerships in China and India as well with key domestic vendors- Upgraded human capital with the addition of several top flight aggressive managers and successful recruitment of young talent to drive growth and profit Legacy:- Led and completed a top-to-bottom restructuring of a group of 4 companies across 10 locations- Acquired and turned around a high profit potential player in HVAC solutions (Novia)- Opened 2 new state-of-the-art industrial distribution centers and modernized 2 facilities in manufacturing operations- Shuttered 4 uncompetitive operations- Achieved ISO 9001:2015 Certification at facilities with no prior ISO experience- Created a culture of passion for the customer, accountability for results, and collaborative teamworkRecruited to turnaround a group of industrial manufacturing and distribution companies owned by a publicly traded UK infrastructure corporation (Hill & Smith Holdings, PLC). This turnaround spans 10 locations across North America, serving multiple markets including energy, commercial construction, petrochemical, and government entities. Carpenter & Paterson is the largest of the group followed by Bergen Pipe Supports, Novia HVAC, and Process Pipe Support Systems of Canada. The group was sustaining widespread losses across multiple business units and are now consistently profitable across all operations.

Impact: - Produced 20% ROI versus negative ROI in previous year.- Increased margins 20% by improving operating and logistics efficiency.- Grew revenue 15% and gained 75 new accounts by transforming sales process.- Implemented supply chain management programs to increase inventory turn 35% and improve cost competitiveness. Legacy:- Developed growth strategy to double the company’s revenue to $120M by 2014 while improving margins and ROI.- Integrated regional sales teams into national sales organization.- Completed detailed plans for capital equipment and facility expansion. - Identified acquisition targets and strategic alliances that complement RMP.Led turn around in 18 months using resources at-hand, and achieved decisive results while facing organizational and market challenges. Shifted focus towards specific growth and operational efficiencies to target new markets and boost margins. Led significant investment in two key facilities to improve operating efficiencies and shut down underperforming third facility.Rolled Metal Products is a $70M multi-plant metals processing and distribution company focused on highly engineered stainless and nickel alloys for the automotive, aerospace, appliance, and energy markets.

Impact:- Drove new products from less than 5% of annual sales to over 20% of annual sales.- Generated over $30M in organic sales growth by leading concept, design, and launch of 3 award winning, industry leading products.- Penetrated the military/security market with a unique product and value proposition to achieve first year sales of $1M in 2010.- Accomplished $3M in savings leading the Value Engineering Task Force. Legacy: - Introduced advanced marketing tools and improved Quixote’s reach and penetration of global markets through cutting edge public relations & advertising.- Created Quixote University as the industry leading education program on highway safetydesign for public & private sector customers and leaders.- Launched Quixote Cares to build goodwill and loyalty around the company brand by donating a portion of certain product sales for scholarships to children of construction workers who lost their lives on the job.Became global lead for marketing, product development, joint ventures and business development and continued to “innovate to excel” during the recession. Negotiated various acquisitions, and facilitated the acquisition of Quixote by Trinity Industries in 2010.

Impact: - Identified and led strategic acquisition of a complementary business that added $2M in revenue.- Grew market share 10%, improved margins 8%, and created new markets in Europe and AsiaCharged with transforming an underperforming business into a market leader. Built upon the resources that come with intimate working knowledge of separate business components and began experience with transformational leadership as General Manager with full P&L responsibility for a $15M plastics manufacturing unit. Quixote is a $150M diversified manufacturer of infrastructure safety products and intelligent road systems with leading positions in over 30 countries and was acquired by Trinity Industries in 2010.

Impact:- Commercial Leader for a $550M joint venture with Nippon Steel, Tokyo, Japan.- Reorganized business strategy for $200M operation in Mexico from cost plus to a productivity based model.- Grew sales $50M over two years, increased margins by 12%, improved productivity, and significantly advanced customer satisfaction by targeting key new accounts in the right markets.Began career at Inland Steel (acquired by ArcelorMittal in 1997) with rapidly progressive assignments in Sales Management, Corporate Planning, Product Management, Marketing, Operations Planning, and Customer Service. While at Inland Steel, earned MBA at Northwestern University’s Kellogg School of Business and continued to receive assignments to solve some of the business’ biggest challenges. After developing skills to master complex obstacles across functional groups, led projects with increasingly larger scope to positive results.ArcelorMittal is a $68B globally leading integrated steel manufacturer producing a variety of steel products for the Automotive, Appliance, Electrical Machinery, Energy, Construction, and Distribution markets