Starting in 2016, developed a business plan to recruit investors and secure debt financing to purchase Pioneer Equipment, located in Rhinelander, Wisconsin. Pioneer had built a strong presence with regional pipeline and land clearing contractors who had adapted a forestry machine for laying and recovering mats on pipeline and powerline projects. Secured financing and closed on the purchase in March 2017.Immediately rebranded the company to establish a strong visual language and to differentiate it from several other US companies named "Pioneer Equipment".Through the next 7 years, navigated industry-wide slowdowns in pipeline construction, permanent closures of Great Lakes paper and board mills, COVID restrictions, and a tornado that completely demolished our Michigan location (established around the time of purchase). In this time, we still grew to be the largest dealer for several forestry equipment product lines and expanded into adjacent industries and, in 2024, are on track to more than double revenue over the last five years.We recently sold controlling interest to a strategic investor looking to expand the presence in forestry-related offerings. A new location was launched in New England, and we have a vision for locations in most forestry-intensive regions across the US.

Led a group of manufacturing companies with a long and proud history of innovation, durability, and productivity in the heavy equipment industry. Products and dealers serve the forestry, oil and gas, construction, recycling, and railroad industries.One week after promotion to President, we had to shut down all production due to being out of compliance with engine emissions requirements for offroad diesel engines. Over the next 12 months, we initiated and executed a "burning platform" program to convert all product lines to Tier 4 technology, including engineering, sourcing, and manufacturing processes. Conventional wisdom was that this an 18-month process for each product line, and no machines could be manufactured or sold in the meantime.Just before this problem appeared, the company's raw material inventory had ballooned to 40% of annual sales as the company struggled with supply chain planning. In addition to the re-powering project, then, we had to deal with a massive amount of raw goods that were sourced for products we no longer manufactured. We completed this re-power program for nine machines across six categories in 12 months and reduced inventory by 40%.

A newly created position leading the international expansion of a heavy equipment manufacturer focused on the energy, forestry, and rail industries.I was barely getting started in this role when I was promoted to President.

Expat position leading the Asia Pacific expansion of Caterpillar's only global dealership, focused on the pipeline construction market. We established operating entities in China and Australia, and supplied machines to projects in several SE Asian countries. Established a heavy equipment rental fleet in Australia and China for pipelayers, excavators, graders, dozers, and welding packages. Launched an OEM manufacturing program in China, partnering with Caterpillar, a Caterpillar licensee, and a subsidiary of CNPC. Machines targetted for and sold in China, Middle East, Africa, and Latin America.Negotiated and signed a strategic partnership agreement with CNPC and Caterpillar. This agreement establishes Caterpillar and PLM as the preferred equipment supplier to the largest pipeline construction contractor in the world. Now implementing a rental fleet of heavy equipment, a focused parts depot and distribution system, and a machine refreshment program.Developing a business plan to build on successful projects in Indonesia, Myanmar, Papua New Guinea, and other Southeast Asian markets by establishing a regional inventory of new and used equipment.Leading PLM’s strategy for researching and identifying future locations worldwide.

Hired to help take a $120MM (2008) company with 85% of its revenues in North America to replicate this success everywhere else in the world. Primary tasks in this role included management of all East Asian sales territories (including recruitment of local management), identifying and pursuing opportunities for investments (via acquisition, JV, or "greenfield"), and supporting UK operations with their efforts to do the same in European Served Areas (Europe, Russia, Middle East, and Africa). Also managed post-consolidation branding and marketing resulting from the integration of five previously independent companies in September 2007.

General management of the North American aftermarket for a German manufacturer of large (up to 15 MW) API 618 compressors. Offerings included spare parts (both made and bought), field service, shop repairs, engineering studies, and installation/commissioning of new machines. Primary markets included process (refineries, petrochemical and chemical plants, silicon manufacturers, etc.) and general industrial (breweries, PET bottlers, etc.). Managed relationships with licensors who used NEAC as their aftermarket parts and service outlet.Doubled the annual revenue in the second year. Profits in year 2 and in year 3 were more than the combined profits of the company's 10 year history before my hire.

Managed sales, marketing, and customer service to North American compressor manufacturers and company-owned service centers in the Americas. Provided market research and rationalization support during acquisition efforts for product line expansion. Led re-positioning and branding efforts for the Americas as part of a global team (counterparts in Vienna and Singapore). Hoerbiger is the world's largest provider of parts and service for reciprocating compressors (approx. 550 million EUR in 2003).

Cook Manley was one of five companies integrated in September 2007 to form Cook Compression (see corresponding position). Managed global sales & marketing for specialty compressor valve offerings.

Teqnos and Taihei were small trading companies acting as export sales representatives for a handful of small to medium Japanese engineering-intensive manufacturers. Strategic marketing position to identify, research, and develop markets for industrial goods. Primary products included injection molding process systems, packaged food production equipment, and a fuel oil recycling process. Researched and initiated capital investment projects on behalf of a Philippine conglomerate.