For 12 years Acquisition Finders has successfully matched executives seeking to acquire and run their own businesses, individuals seeking direct ownership of a company and companies seeking add-on businesses for their existing operations. Using a unique approach, we identify opportunities in a manner that protects and preserves the confidentiality of a transaction, allowing both the buyer and seller to maximize efficiency in the transition and preserve trust of customers, employees and… Show more For 12 years Acquisition Finders has successfully matched executives seeking to acquire and run their own businesses, individuals seeking direct ownership of a company and companies seeking add-on businesses for their existing operations. Using a unique approach, we identify opportunities in a manner that protects and preserves the confidentiality of a transaction, allowing both the buyer and seller to maximize efficiency in the transition and preserve trust of customers, employees and suppliers. While primarily representing the Buy-side we also handle select Sell-side transactions and serve as a source for acquisition prospects for Search Funds, Family offices and Private Equity. Show less

Joined Graham Partners as a consultant to provide industry specific expertise and to assist in the acquisition of a new platform company. Graham closed the acquisition in December 2012. I served on the Advisory Board and the strategic planning team Universal Pure. In addition to assisting in add-on acquisitions I provided management experience for new sales initiatives, sales & marketing skills development, organizational development, growth and leadership as we expand the company’s services… Show more Joined Graham Partners as a consultant to provide industry specific expertise and to assist in the acquisition of a new platform company. Graham closed the acquisition in December 2012. I served on the Advisory Board and the strategic planning team Universal Pure. In addition to assisting in add-on acquisitions I provided management experience for new sales initiatives, sales & marketing skills development, organizational development, growth and leadership as we expand the company’s services and customer base to increase value for its investors, customers and employees. I lead the Advisory Board prep work with the management team and assisted in the Information Memorandum and Management Presentation development when the business went to market. Show less

Bodycote is the global leader in heat treatment processing services for advanced materials serving virtually every industry. The ADE HIP division was a client of Avure where I had served as CEO. The ADE HIP division needed some assitance meeting its growth and profitability targets. With a good management team we were able to quickly move the business ahead of plan where it remained during my turn-around tenure. By building deeper relations with the senior execs at key clients & suppliers we… Show more Bodycote is the global leader in heat treatment processing services for advanced materials serving virtually every industry. The ADE HIP division was a client of Avure where I had served as CEO. The ADE HIP division needed some assitance meeting its growth and profitability targets. With a good management team we were able to quickly move the business ahead of plan where it remained during my turn-around tenure. By building deeper relations with the senior execs at key clients & suppliers we strengthened our sales pipeline and enabled the development of key strategic relationships. Show less

Recruited to carve out a specialty manufacturing business from public parent Flow International. Immediately faced with 9/11 events impact which resulted in near insolvency for the parent . I co-managed Flow until hiring a turn-around CEO for Flow. We handled BOD management, lender negotiations, cost reduction initiatives, organizational leadership and quarterly analysts calls. After repairing the parent balance sheet we sold Avure to the Gores Group in October 2005 with the requirement that I… Show more Recruited to carve out a specialty manufacturing business from public parent Flow International. Immediately faced with 9/11 events impact which resulted in near insolvency for the parent . I co-managed Flow until hiring a turn-around CEO for Flow. We handled BOD management, lender negotiations, cost reduction initiatives, organizational leadership and quarterly analysts calls. After repairing the parent balance sheet we sold Avure to the Gores Group in October 2005 with the requirement that I remain as CEO. I hired a strong exec team to collaborate with the existing associates and grew the company from $40M to $110M+ while reducing total headcount through advanced manufacturing practices and lean concepts. We created growth through development and execution of a visionary strategy that included new product innovation, expansion of global sales channels, creation of new markets and building a culture of passion for the technology. We implement a non-traditional marketing strategy to allow us to reach global markets without the need for the traditional approach of building personal relationships. We elevated the Brand visibility, increased lead generation over 1000% and shaved years off the sales cycle. Sold Gores position at an attractive premium to Milestone Partners in April 2009 with management purchasing a portion of the business. Completed multiple financings and maintained complex financial package with lenders to back large global projects. After developing new IP, new products and service offerings for the primary product lines and markets; I implemented a strategy to enhance attractiveness to strategic buyers over financial buyers for the next liquidity event which included hiring a Swedish based CEO prior to my leaving the company in late 2012. We sold the Food business (Avure) and the Industrial business (Quintus) to separate public companies. Show less

Recruited to generate growth in the existing non-medical service business serving advanced materials, packaging and food products. Completed turn-around of three underperforming plants, and negotiated base load contracts to justify new plants in California, Pennsylvania and Thailand. The new plants used innovative technology including a system that reduced labor costs by 40% enabling expanded markets and services. Assisted in merging SteriGenics into IBA of Belgium after assisting in selling… Show more Recruited to generate growth in the existing non-medical service business serving advanced materials, packaging and food products. Completed turn-around of three underperforming plants, and negotiated base load contracts to justify new plants in California, Pennsylvania and Thailand. The new plants used innovative technology including a system that reduced labor costs by 40% enabling expanded markets and services. Assisted in merging SteriGenics into IBA of Belgium after assisting in selling SteriGenics to IBA at a substantial premium over our current public trading price. Merged three USA and two European companies into IBA creating a 257M Euro company. After extensive evaluation of executive management I was asked to be President of the expanded Food and Advanced Materials group under IBA’s ownership. While this was a hands-on role to lead sales and operations, I had extensive involvement in company's M&A, financing, global negotiations and strategic planning. Show less

Investment company created to serve as a vehicle to source and invest in regional service businesses.Oversaw sourcing, due diligence, reporting, and management of prospective portfolio companies and strategy, operations, and new process development consulting. Performed research and representation for Kimberly Clark Healthcare to FDA. Restructured one investor's company and sourced new management after his untimely death. Left to take on the leadership role at SteriGenics.

Joined this private equity and investment advisory firm to expand capital raise, provide operational leadership and manage the in-house broker dealer; obtaining series 6, 7 & 24 licenses. Provided management skills and experience for 13 portfolio companies. After strategic and tactical evaluation of the portfolio I implemented initiatives that increased payout by 2X from two old investments in aerospace spare parts and completed a turn-around including management changes in two portfolio… Show more Joined this private equity and investment advisory firm to expand capital raise, provide operational leadership and manage the in-house broker dealer; obtaining series 6, 7 & 24 licenses. Provided management skills and experience for 13 portfolio companies. After strategic and tactical evaluation of the portfolio I implemented initiatives that increased payout by 2X from two old investments in aerospace spare parts and completed a turn-around including management changes in two portfolio companies resulting in sale of each at 2X profit. I resolved intellectual property litigation in one company and shut-down two companies that could not be salvaged. I increased equity sales thru in-house reps from 20% to 50% as we funded three new companies. I served on over 20 Board of Directors. Show less

I was recruited to establish a new division for this publically traded medical device services company based in Whippany, NJ. With the CEO and CFO, I raised $13.4M through a secondary public offering with Merrill Lynch. I developed and executed a strategy that leveraged a combination of the technology of the new division with Isomedix existing skills to grow market share against direct competitors and to convert clients from in-house processing to Isomedix contract service centers. I added the… Show more I was recruited to establish a new division for this publically traded medical device services company based in Whippany, NJ. With the CEO and CFO, I raised $13.4M through a secondary public offering with Merrill Lynch. I developed and executed a strategy that leveraged a combination of the technology of the new division with Isomedix existing skills to grow market share against direct competitors and to convert clients from in-house processing to Isomedix contract service centers. I added the new technology to existing plants in South Carolina and Massachusetts and built a combined new plant in Texas, all based on contracts for new business that I negotiated. These initiatives generated strong growth where the stock increased from <$4/share to >$25/share and sales grew from $13M to over $42M during my tenure. Show less

While in college I led the start-up of a contract services division for privately held Vacudyne Inc., a division of Altair Corporation. The business provided sterilization services to the medical device and consumer products markets. I generated double digit revenue and profit increases annually. I added plants in Atlanta & Anaheim and expanded capacity at all plants multiple times. While revenue was <20% of holding company's largest division, Sterilization Services generated more profit… Show more While in college I led the start-up of a contract services division for privately held Vacudyne Inc., a division of Altair Corporation. The business provided sterilization services to the medical device and consumer products markets. I generated double digit revenue and profit increases annually. I added plants in Atlanta & Anaheim and expanded capacity at all plants multiple times. While revenue was <20% of holding company's largest division, Sterilization Services generated more profit than any other division. I captured 30%+ market share from the dominate competitor through superior service and customer responsiveness. Show less