Robert Mccabe Email & Phone Number

Vero Beach, Florida, United States

Assumed leadership of troubled Chamber. Relocated offices to Downtown Main Street, created Visitor Information Center, recruited and reorganized staff, expanded community activities including sponsorship of monthly oceanside Sunset Saturday Concerts, while increasing memberships and event sponsorships.

Vero Beach, Florida, United States

Recruited by Rotary Club president to reorganize related 501(c)3 Foundation to accommodate major increases in fundraising projects and grant-making activities as well as expanding its scope from essentially acting as a checking account to the acceptance and management of endowments. Recruited on basis of previous experience at General Motors Corporation establishing the General Motors Foundation and having the initial operational responsibility for all its activities.

Vero Beach, Florida, United States

Organized and ran successful political campaign for Vero Beach City Council. Developed and promoted platform to support many local issues. Notably, sucessfully led initiative to establish a City Stormwater Utility to focus on and fund projects to improve the water quality in the Indian River Lagoon.

Vero Beach, Florida, United States

What was I thinking! Stepped-up to assume a leadership role in a largely dysfunctional board overseeing a fifty-year old 35-unit condominium on the barrier island beach. Reorganized and expanded the board. Initiated and oversaw a large number of safety and operational improvements to the building's electrical, plumbing, cooling tower and air conditioning system, as well as spalling and structural integrity issues. Installed cell-phone based elevator emergency phone connection and fire… Show more What was I thinking! Stepped-up to assume a leadership role in a largely dysfunctional board overseeing a fifty-year old 35-unit condominium on the barrier island beach. Reorganized and expanded the board. Initiated and oversaw a large number of safety and operational improvements to the building's electrical, plumbing, cooling tower and air conditioning system, as well as spalling and structural integrity issues. Installed cell-phone based elevator emergency phone connection and fire alarm notification system as well installing a Knox Box for fire and EMS access to the building. Show less

Fort Pierce, Florida, United States

Recruited to be a mentor and the treasurer of the local Treasure Coast chapter of SCORE, a unit of the Federal Government's Small Business Administration, becoming co-chair of the chapter. Had many interesting mentoring experiences with small and prospective entrepeneurs, while relearning the vagaries of Federal financial accounting requirements.

Vero Beach, Florida, United States

Bloomfield Hills, Michigan, United States

Management consulting services.

Southfield, Michigan, United States

BBK was a leader in corporate renewal, operations improvement and turnaround management consulting. Major assignments and accomplishments are described below:

With threat of bank-imposed bankruptcy, drove restructuring and decommissioning of $50 million Quincy, Michigan based business through orderly liquidation on behalf of group of key customers which acquired secured debt from bank. Selected Accomplishments:Negotiated sale of five plants in Michigan, Ohio and Tennessee - two as on-going businesses and three as closed plant real estate transactions.Returned 77% of funds to secured lenders by managing liquidation without bankruptcy filing.

With decision in August 2003 to close this $300 million automotive components manufacturing business located in Oshawa, Ontario, Canada, selected by owner and major customer to direct decommissioning process. Selected Accomplishments:Directed wind down of operations and supported resourcing and movement of tools to new suppliers for 405 production parts and assemblies as well as over 1000 service parts, with no lost production at customers' operations.Managed release of over 1,600… Show more With decision in August 2003 to close this $300 million automotive components manufacturing business located in Oshawa, Ontario, Canada, selected by owner and major customer to direct decommissioning process. Selected Accomplishments:Directed wind down of operations and supported resourcing and movement of tools to new suppliers for 405 production parts and assemblies as well as over 1000 service parts, with no lost production at customers' operations.Managed release of over 1,600 employees with no incidents and while maintaining support of CAW leadership.Doubled projections and generated over $20 million through public auction of machinery and equipment.Negotiated profit of almost $700,000 from demolition of about two million square feet of buildings on 100 year old site which was completed with no lost time accidents.Remediated 50 acre site removing 240,000 tonnes of impacted soil.Negotiated sale of eight parcels of property including non-cash land exchange with City of Oshawa generating $1.4 million per acre of value vs. $350,000 market value and including an environmental claims release.Project completed on schedule and with savings to decommissioning budget of $94 million, or 74%. Show less

Assumed control of New York City-based distressed television signal distribution firm with established nationwide fiber optic backbone. Selected Accomplishments:Restructured business, including implementing operational efficiencies and selling selected assets, improving balance sheet, and then selling the business to DirecTV.

From entry level to variety of C Level positions as CEO and CFO involving US, Canadian and Mexican as well as International Operations in South America, Europe, Africa, Australia and Asia as described below:

Various

Earlier GM positions included: Assistant Comptroller - Operations at Detroit Diesel Allison Division Assistant Comptroller at GM Assembly Division Special Assistant to Group Vice President International Operations Directed Development of Budgets for All European Operations General Director of Capital Appropriations Analysis on Corporate Comptroller's Staff Directed all activities related to GM Annual Stockholders Meeting General Director of Detroit Treasurer's… Show more Earlier GM positions included: Assistant Comptroller - Operations at Detroit Diesel Allison Division Assistant Comptroller at GM Assembly Division Special Assistant to Group Vice President International Operations Directed Development of Budgets for All European Operations General Director of Capital Appropriations Analysis on Corporate Comptroller's Staff Directed all activities related to GM Annual Stockholders Meeting General Director of Detroit Treasurer's Office Initial Treasurer of GM Political Action Committee Established and Initial Executive Director of General Motors Foundation Led Staff Support for GM Board Committees - Finance, Public Policy and Audit Manager in New York Treasurer's Office Show less

When assigned by GM as CFO of its $8 billion international service parts business based in Grand Blanc, Michigan, determined it was underperforming to its potential. As a result, led number of restructuring / turnaround initiatives. Selected Accomplishments included:Dramatically improved net income - averaging over 20% growth per year becoming most profitable automotive operation in GM. Drove cash flow to over $1 billion/year.Anticipating sale of Delphi Automotive Components… Show more When assigned by GM as CFO of its $8 billion international service parts business based in Grand Blanc, Michigan, determined it was underperforming to its potential. As a result, led number of restructuring / turnaround initiatives. Selected Accomplishments included:Dramatically improved net income - averaging over 20% growth per year becoming most profitable automotive operation in GM. Drove cash flow to over $1 billion/year.Anticipating sale of Delphi Automotive Components, aggressively negotiated arm's-length contracts with Delphi, gaining significant price reductions.Instituted activity-based management system, cited as industry best practice, providing data and analysis which significantly improved way division operated including replacement of most of parts distribution centers with significantly improved layouts and lower operating costs.Developed comprehensive price elasticity of demand model for over 400,000 SKU's many of which were sold in both GM Goodwrench and AC Delco distribution channels to maximize revenues and profits. Show less

As CFO managed financial consolidation process for recently restructured North American engine, transmission and foundry operations into single organization based in Pontiac, Michigan with annual sales of $28 billion. Major Accomplishments included:Transformed this troubled GM organization into series of profit centers to clearly determine which operations were competitive and those which required further restructuring.One of two GM board members of New Venture Gear, a joint venture… Show more As CFO managed financial consolidation process for recently restructured North American engine, transmission and foundry operations into single organization based in Pontiac, Michigan with annual sales of $28 billion. Major Accomplishments included:Transformed this troubled GM organization into series of profit centers to clearly determine which operations were competitive and those which required further restructuring.One of two GM board members of New Venture Gear, a joint venture with Chrysler Corporation, designing and manufacturing manual transmissions and components, during start-up and successful initial years of operation.Created joint venture with Hughes Research Laboratories to dramatically improve cutting tool life using technology developed for NASA called plasma metal deposition for titanium nitrate coating process. Show less

CFO of worldwide $3 billion division of GM based in Warren, Ohio, with operations globally. Became most profitable among GM's component operations, designing and manufacturing power and signal distribution systems for vehicles. With loss of several non-GM contracts, seized opportunity and established new fully-integrated business unit, called Packard International (PI), to concentrate on aggressive growth for non-traditional GM business worldwide. In addition to CFO was also appointed as CEO… Show more CFO of worldwide $3 billion division of GM based in Warren, Ohio, with operations globally. Became most profitable among GM's component operations, designing and manufacturing power and signal distribution systems for vehicles. With loss of several non-GM contracts, seized opportunity and established new fully-integrated business unit, called Packard International (PI), to concentrate on aggressive growth for non-traditional GM business worldwide. In addition to CFO was also appointed as CEO of PI, achieving 30% annual sales growth with superior profit margins. Initiated and operated three "maquiladoras" in Mexico dedicated to supplying the North American market for PI.Also established new wholly-owned or joint venture operations in Turkey, Tunisia, Ireland, Spain, Portugal, Australia. Brazil, Korea, and Japan, and restructured a Mexican joint venture. Show less

As chairman and CEO of this $200 million heavy-duty, off-highway, earth-moving equipment non-consolidated subsidiary of GM, which had been sold by GM then reacquired following bankruptcy, was on special assignment from GM to (a) restructure and operate TEREX business based in Scotland, which included introduction of new 26 tonne articulated haul truck,(b) be advisor to bankruptcy court for TEREX U.S., and (c) ultimately, to sell both businesses in separate transactions.… Show more As chairman and CEO of this $200 million heavy-duty, off-highway, earth-moving equipment non-consolidated subsidiary of GM, which had been sold by GM then reacquired following bankruptcy, was on special assignment from GM to (a) restructure and operate TEREX business based in Scotland, which included introduction of new 26 tonne articulated haul truck,(b) be advisor to bankruptcy court for TEREX U.S., and (c) ultimately, to sell both businesses in separate transactions. Accomplishments:Directed closing of all Hudson, Ohio operations; and moving all manufacturing to Scotland.Negotiated sale of business with final closing at Drexel Burnham Lambert's offices in New York City.Following sale, was on-loan from GM as consultant to new owner during which completed negotiations initiated earlier with Chinese government for successful formation of joint venture vehicle manufacturing operation in Baotou, Inner Mongolia, Peoples Republic of China. Show less