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SUMMARYExecutive with 20+ years experience driving profitable growth in challenging, competitive markets. A strong communicator and motivator who combines an effective personal style with critical/analytical thinking. A decisive, results-oriented individual capable of leading diverse cultures in building and revitalizing a company to maximize results.. Extensive experience in operating in highly leveraged environments adhering to the rigors of analysis and reporting to Private Equity, Mezzanine and ABL banks.Specialties: Expertise:* Strategic Planning & Growth* Merger & Acquisitions* Revenue/Market Growth & Profit Improvement* Due Diligence & Negotiations* P&L Management* Culture Realignment* Multi-site Operations* Organizational Leadership & Development* Plant Consolidations* Manufacturing/Operations* Analysis & Reporting* Global Sourcing & Supply Chain Mgmt* Government Contracting* Competitive Product Positioning* Liquidity Management* Brand Mgmt & New Product Development
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Member Of The BoardUnited Rotary Brush Feb 2015 - Jan 2020Lenexa, Ks
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Chief Executive OfficerUnited Rotary Brush Sep 2011 - Feb 2015Lenexa, KansasNorth America's largest replacement street sweeper brush company serving the road building, airport and municipal markets. Led a $40 million revenue, 150 employee business through a recovery of a failed facility consolidation, and set the stage for its next phase of growth. Trailing twelve months sales grew at 12%, EBITDA growth for fiscal year 2015 - 33%. Accomplished turn-around through consolidation of manufacturing activities, right sizing of satellite depots, acquisition of competitor and development of appropriate analytics to measure performance. Managed refinancing during fiscal 2014 which lowered annual interest costs $1.0 million and funded acquisition.
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CeoReynolds Polymer Technology Oct 2015 - Aug 2019Grand Junction, Colorado -
Chairman, President & CeoLoud Technologies Aug 2008 - Oct 2010Led a $180 mil. rev., 500+ emp, org. through a restructuring which resulted in a more profitable, efficient, streamlined org. Also, rebuilt disrupted supply chain, refocused NPD for quicker to market, more profitable growth, and prepared the company for L/T viability.* Identified and implemented $15 mil. of annual cost reduction initiatives in first 100 days. Consolidated brand teams, consolidated 4 sales groups to one, transitioned from captive rep sales force to independent firms and focused eng. and new product team’s efforts on profitable and high impact new products. Subsequent initiatives in 2009 and 2010 added $5 mil. recurring annual savings.* Guided Company through supply disruption crisis after its largest supplier suspended delivery of 40% of the Company offering. Within 45 days of disruption, launched comprehensive recovery plan which added three new contract manufacturers and re-constituted US based manufacturing operation. More than 50% of the models were recovered by the end of 2009. * Achieved faster time-to-market, tighter expense control and coordination of new product development, by reallocating engineering resources to each of the product development groups. Resulting new products included; paradigm shifting new touring sound system; a 3.3 million watt custom sound system capable of providing intelligible sound at 6,500m; HD powered loud speakers, high-end stadium and touring speaker technology at a weekend musician’s price point.* Restored respect for and support of the Company’s brands in market place, by instituting a highly visible customer visitation and communication program. Senior leadership “took to the road”; listened to customers and communicated status updates on supply chain recovery and new product introductions.* Grew 2010 revenues over 20% compared to 2009 in spite of a turbulent economic environment, supply chain recovery and skeptical market place. Returned profitability to 2008 levels with 33% less revenue. -
President & CeoCardinal Brands Nov 1998 - Dec 2007Multi-channel, multi-branded, multi-national $170M net sales office products company with 1,400 employees.Led the senior executive team comprised of sales and marketing, manufacturing, logistics, human resources and accounting & finance vice presidents.* Managed the M&A process, negotiation and sale of Cardinal Brands, Inc. to a strategic buyer for 8X EBITDA.* Grew sales 30%, over a 4 year period, while dealing with highly competitive market conditions. Accomplished this by embracing customer’s initiatives and focusing on market strengths.* Expanded marketing staff and invested in market research to identify consumer needs, test new products, and introduce innovative new products. 50% of 2006 gross sales were products developed in 2003 and later.* Reorganized manufacturing and reduced costs in excess of $10 million. Methods included plant consolidations in Mexico, supporting lean manufacturing and Delta P initiatives.* Diversified worldwide sourcing of products achieving a balance of Asian sourcing, maquiladora and USA R&D.Chief Financial Officer (1998-2003)Directed all accounting, treasury, and information technology functions. Led M&A activities, union contract negotiations, and served as primary liaison to private equity sponsor.* Led a focused team of vice presidents that successfully integrated and realigned the culture of a much larger portfolio company to create Cardinal Brands. Task was accomplished over an 18 month period with minimal disruption to daily operations creating a cohesive teamwork environment.* Rationalized core product offering, resulting in the elimination or sale of unprofitable lines of business. Contracted revenue 33%; grew EBITDA 50% and reduced debt by $40 million, debt ratio reduced from 6.5X to less than 3.5X in 18 months. -
CfoSabreliner Corporation Jun 1992 - Nov 1998A $250 million aviation maintenance and modifications company dealing primarily with corporate jet aircraft, performance repairs and overhauls of a number of corporate and military jet engines; service contracts for the various branches of the U.S. military.* Increased revenue from $125 million to $250 million by leading the company’s M&A activities, adding capabilities in corporate & commercial jet airframe maintenance & modification and jet engine & accessory repair and overhaul. Evaluated over 25 businesses, eight progressed to letter-of-intent, of which five were acquired.* Managed contract administration, information technology, treasury, tax and accounting and human resource functions, including union negotiations with the UAW and Teamsters.* Coordinated two 144(a) debt offerings of $90 and $125 million, participated in the road show presentations. Debt was subsequently registered with the SEC. Negotiated and managed $35 million secured line-of-credit.* Member of Crisis Team in dealing with post plane crash activities. Led post crash dispute resolution and asset disposition efforts.
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Senior ManagerErnst & Young Jan 1978 - Jun 1992Manager and Senior Manager, Kansas City and St. Louis, MO (1983-1992)Education Resident - National Education Office, Reston, VA (1982-1983)Audit Staff, Kansas City, MO (1978-1982)
Rodney Olson Skills
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Accounting & Business Administration
Frequently Asked Questions about Rodney Olson
What is Rodney Olson's role at the current company?
Rodney Olson's current role is Board member.
What is Rodney Olson's email address?
Rodney Olson's email address is ro****@****ary.com
What is Rodney Olson's direct phone number?
Rodney Olson's direct phone number is +197024*****
What schools did Rodney Olson attend?
Rodney Olson attended The University Of Kansas, William Penn University.
What skills is Rodney Olson known for?
Rodney Olson has skills like Strategic Planning, Management, Strategy, Mergers And Acquisitions, Leadership, Product Development, Mergers, P&l Management, Manufacturing, Contract Negotiation, Lean Manufacturing, Negotiation.
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Rodney Olson
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