10 years experience in the mixing industry. We have a stable of patented and proven mixing equipment that will give you a low weight, NASA engineered, proven mixer unlike anything available. We're growing at a quick pace and there's a reason why - EvenMix® mixes evenly in a variety of containers from 55 gallon drums to 10,000 gallon containers and has mixed liquids up to peanut butter.

Focus a metal stamping business on super alloy stampings to serve the Appliance, Automotive, and Fastener market segments. Utilize our center of excellence for stamping, robotic welding, and powder coating along with our deep experience in procuring various metals to exceed our customers' needs in this otherwise commodity market.

As a board member I helped the founders establish their product costs and an ongoing method to monitor and maintain actual costs. Establishing their cost basis was critical to correctly pricing their innovative products in the market.

I served as a board member for 2 years and as president for 2 years through Covid. During my term we completed a $32M facilities project for our intermediate school, established an ongoing capital budgeting process, upgraded our Treasurer, and replaced our outgoing Superintendent. Chagrin Falls High School is ranked #2 in Cleveland, #8 in Ohio and #291 in national rankings

I manage the financial activities of the Wheel and Transportation Products including forecasting, financial reporting, operating metrics, and special analysis and project. Then I transitioned to the Industrial Gas Turbine Group to lead that business financially.

Direct report to the President with responsibility for all financial and IT activities for a global alloy producer of the high-nickel, high-performance alloys with revenues in excess of $1B.• Managed businesses closely with the President to achieve PCC operating metrics and financial profitability targets.• Improved profitability through a disciplined approach to pricing and managing material margins in a commodity environment.• Generated cash within the first two years to pay back the acquisition price of the business.• Managed the implementation of SOX to all business units within one year of acquisition.Directed purchase accounting activities for 11 operating businesses.• Led the management teams through the volatility of a commodity priced business with LIFO inventory valuation.• Oversaw the integration of all operating plants into the SMC IT infrastructure and PCP connectivity.• Served as Interim General Manager for metal trading business. Developed business strategy, lead management team, and executed operating plan for a global business with revenues in excess of $300M.

Direct report to the President responsible for all financial and information technology activities for a manufacturer of street sweepers, sewer cleaners, refuse vehicles, vacuum loaders, and water-blasters in North America and Europe with revenues in excess of $300M.• Led long term planning and strategic analysis.• Directed the financial integration of two acquired refuse body manufacturers (one private and one public) from the US and Canada during a turbulent cost environment and highly competitive marketplace. Resulted in opening balance sheet and restructuring adjustments, asset liquidations, and headcount reductions.• Utilized internal audit background to lead 6 diverse businesses to first year SOX compliance.• Reduced the closing cycle time from 6 days to 1.5 for 6 facilities and eliminated 468 hours of task time using lean concepts.• Negotiated the acquisition of a manufacturing license with a Danish company securing rights for distribution in America and Asia. Paved the way for a China JV formation and product introduction launch in North America.• Led the project for the spin off of one parts business and the analysis for the closure of two manufacturing sites.• Led group financial consolidations, strategy development, annual operating plans, and capital requisition reviews.

Manage all financial activities for a $1.5B annual revenue diverse manufacturer. Direct all financial planning and reporting for the holding company.• Performed the strategic and financial evaluation of two business segments valued at $8M individually.• Incorporated the duties of directing the internal audit function for reduced headcount and salaries.

Managed the evaluation of internal control structure and financial reporting. Directed and participated in financial and technical projects as directed by Controller and CFO.• Completed a financial continuous improvement initiative that resulted in an elimination of the internal audit staff.• Led the implementation of an internally developed program, Audit9000, a parallel of ISO programming, across all divisions.• Managed relationships with external auditors for the entire audit of Amsted’s financial statements.• Led the implementation of Baan, a fully integrated ERP business system, into Griffin Pipe’s Monterrey, MX facility resulting in integrated sales, inventory, financial reporting, and production scheduling activities.

Led all financial activities for $280M annual revenue manufacturer of ductile iron pipe.• Planned and directed the quarterly forecasting and long-term business planning process.• Re-engineered our variance analysis methodology, reducing the cycle time from four days to one.• Led a cross-functional team to lean and deploy a simplified process of handling inter-company transactions significantly reducing the number of intercompany sales and purchase orders.

Led and managed the project for a new implementation of Baan across a $280M annual revenue manufacturer of ductile iron pipe.• Responsible for managing the cross functional team to implement selected modules.• Led the implementation of Baan, a fully integrated ERP business system, and the related $1.7M project.• Develop common processes and practices for three manufacturing plants in the US.• Implemented all segments on time and $250,000 under budget.• Successfully implemented a standard cost system to three plants where a paper system was utilized previously.

Led site financial staff (including cost accounting, financial accounting, accounts payable, and payroll) for a plant generating $95M annual revenue manufacturer of ductile iron pipe.