Providing leadership, growth, and operational advice to industrial companies. Targeting acquisitions in manufacturing and metals for several closely-allied private equity firms.

The premiere full-service tooling solutions provider to the high-pressure die casting industry. As part of the SF Tooling Group, we are partnered with Schaufler Tooling GmbH of Germany. Together, we focus on improving the performance of our customers' operations.

Providing tight tolerance, deep draw stamping solutions to customers in the automotive, consumer goods, mining, and other industries. Complete die design, fabrication, and maintenance in-house.

Non-ferrous metals service center, with processing centers in Ohio, Wisconsin, and Ontario, owned by Gladstone Capital Corp (GLAD: NASDAQ). Clinton Aluminum is the largest distributor of aluminum plate to the North American mold-making industry. We serve those who support primarily the automotive and aerospace industries. Grew physical volume by 20% in 2011, 6% in 2012, 2% in 2013, 8.5% in 2014 - always greater than MSCI industry statistics. Rebranded the company, focused on marketing. Positioned the company as THE mold-maker's source for aluminum. Marketed and sold the company to a strategic buyer in November 2014.

Publicly traded $1B recycling company, part of Icahn Enterprises (NYSE: IEP). Managed 35 recycling facilities with 8 auto shredders, processing 1.5M GT of ferrous and 140M pounds of non-ferrous scrap. Responsible for the growth and profitability of the recycling business, which comprised over 90% of 2010 revenues and 800 of the company's 900 people. Acquired and integrated 5 companies with a total of $150M sales, $15M EBITDA. Added 4 greenfield sites. Drove significant expansion of the non-ferrous business, capitalizing on acquisition assets. Increased NF revenues by 30% and NF margin by 33% primarily through new sales strategies. Introduced Lean Six Sigma and inventory pile zeroing, more than doubling inventory turns to 28 from 10. Installed $30M mega-shredder on greenfield site in Knoxville TN. Major upgrades to shredder non-ferrous downstream systems, more than doubling NF metals extracted; 30%+ IRRs. Drove a $50M turnaround in company profitability from 2009 to 2010.

Innovative provider of powder-coating, electro-coating, and plating services to the auto and appliance industries in the U.S and Mexico. Owned by Hampshire Equity Partners since 2001, who hired me to turn it around. IPC had five plants in the US and one in Queretaro MX, with 500 employees. Turned around and sold the Ohio operations in June 2006 and the remaining business to GreenKote, an Israeli firm, at the end of 2006. First Western custom-coater to sign a supply agreement with Haier's China operations. Began to establish operations in Qingdao to support Haier, but halted with impending sale of IPC. Increased sales in the 5 non-Ohio plants by 33% through aggessive sales prospecting. Increased EBITDA in those plants by over 120% through Lean Manufacturing and Six Sigma. Transformed Mexican plant into Role Model plant for the company. Developed the first web portal in the industry, enabling customers to view the status and shipping information for their inventory.

Privately-held manufacturer and marketer of automotive service equipment, #2 market share after Dover's Rotary Lift. Increased sales by 18% and EBITDA by 74%.

Leading supplier of co-extruded plastic components to the appliance, automotive, and building/construction markets. Drove 12% higher EBITDA on 4% lower sales. Reduced Net Working Capital from 43 days to 6 days, providing $9M cash for operations. With Madison Capital, engineered and completed the acquisition of Ilpea SpA, an Italian company twice the size of Holm Industries.

Standard Products was a $1.2B publicly traded company. I was one of three Executive VPs reporting to the COO, and I was an SEC named executive officer. After Standard was acquired by Cooper Tire at the end of 1999, I was also an SEC named executive officer of Cooper.As EVP North American Automotive Operations, responsible for 10 manufacturing locations, $400M sales, 3,000 employees producing rubber sealing systems and plastic exterior trim for all US and Transplant OEMs. Always one of the Top Fifty Tier One suppliers. Improved profitability from 9% of sales to 20% in three years while increasing "give-backs" to OEMs. Introduced QS9000. Reduced PPMs from 1152 to consistently below 50. Closed two unionized plants, effecting 1,000 employees, and moved production to other US plants. Launched greenfield plant in Aguascalientes MX to support Nissan and Chrysler assembly plants. Focused on customer awards: achieved Chrysler Role Model Supplier for Continuous Improvement; Chrysler Gold Pentastar plants: 3 in 1996, 5 in 1997, 6 in 1998; in 1998, two plants received Toyota's Quality Performance Achievement Award and its Delivery Performance Award.Held the roles of EVP Program Management and President, Chassis NVH Business simultaneously in 1999. Responsible for $100M engine/chassis mount business, earned GM Supplier of the Year award, introduced new "Truck Tuff" product line aimed at Chrysler's Jeep and truck vehicles. Also responsible for $300M global product development and launch for all products. Re-engineered the company's program management process for new products.As EVP of Cooper Tire and President, Plastics Division in 2000 after Standard's acquisition by Cooper Tire, I led two entities: the Automotive Division, which consisted of three plants formerly part of NAAO; and Holm Industries, the division supplying the appliance industry. Recommended divestiture to Cooper Tire's Chairman and subsequently oversaw that process.

During my final five years with GE, I was in Louisville at the headquarters of GE Appliances. There, I was GM of Purchasing, leading 100+ purchasing professionals and 150+ non-purchasing members of formal, co-located teams in cost reductions and quality improvement initiatives for our $3B global spend. We re-engineered the way purchasing was done at GE, with Commodity Business Teams, and became a Best Practice within GE. Material cost savings of ~5% in each of 1993 and 1994, with a 50% reduction in supplier PPMs, 50% reduction in tooling cycle times, and 15% increase in minority buy.Then as GM of Global Integration, I led the Manufacturing, Engineering, and Purchasing teams' support for GE Appliances' China entry strategy and its India JV.Prior to GE Appliances, I was at GE Plastics, GE Fanuc, International Treasury, Consumer Electronics Distribution Corp of New York, and Consumer Electronics in various finance and operational roles.