Currently an active private investor, retired with over 40 years of senior executive experience at the Board of Directors level and in senior management positions at the CEO and Presidential level in private and publicly held multinational corporations.In 2005, I formed Accretive Aftermarket Solutions, a private consulting firm, and have worked with private equity groups and corporate clients providing due diligence support, development of strategic growth plans, merger and acquisition advice, and long and short term budgetary oversight. In 2008, I was appointed to serve on the Board of Directors of National Molding LLC and National Molding Shanghai Ltd, a privately held international manufacturer of precision injection molded components with operations in the US, Canada and China.Prior to forming my own consulting business, I was Executive VP at Roush Enterprises where I implemented a successful strategy to expand the Roush Performance Products Division into the independent high performance aftermarket. In 2001, I was recruited as President & General Manager for Valeo Aftermarket, Inc., the North American aftermarket division of European based Valeo, Inc. with global sales in excess of $9 billion. In 1996, I was appointed Senior VP & General Manager of the $350 million Heavy Duty Division of Remy International. I started my career at Prestolite Electric in 1976 as an Account Executive and was promoted through the ranks to President of Prestolite Heavy Duty Division in 1991.

As owner and founder of Accretive Aftermarket Solutions, my services have focused on providing strategic growth direction to clients needing support to develop business infrastructure, expand sales distribution channels, diversify their customer base, launch new product marketing programs and develop brand and image identity. I also counsel clients seeking acquisition and divestiture partners or securing investor capital to finance their future expansion plans.I coordinated the sale of Superchips, a $40 million manufacturer in the high performance automotive aftermarket for engine control tuners. The sale to private equity became the platform acquisition for one of the first successful $100 million roll-ups in the high performance sector.I was appointed by lead equity sponsors, Taglich Private Equity and The Weatherly Group LLC, to the Board of Directors of both National Molding LLC and National Molding Shanghai Ltd, a manufacturer of precision plastic injection molded components. Through the Board of Directors, the companies have recruited key management positions, consolidated operations, developed a greenfield operation in China, refinanced debt and facilitated 2 add-on acquisitions.I provided contract services to private equity firms such as Bain Capital, Goldman Sach, McKinney & Co, AEA Investors, Greywolf, Tennenbaum Capital Partners and TPG Private Equity to support their due diligence activities concerning acquisition targets in my areas of expertise.I was retained by Frost & Sullivan, an international consulting firm with 26 global offices, as a Senior Consulting Advisor in their Automotive Practice. Recognized as an "industry expert" in the North American automotive aftermarket, I have supported F & S consulting contracts with Hyundai/Kia in Seoul, South Korea with detailed studies and presentations to support Hyundai's initiatives to expand into the independent aftermarket in North America.

Roush Enterprises is a privately held corporation providing contract engineering services, motor sports team management in the NASCAR race series and Roush performance tuned Mustangs, marketed through the Ford dealer channel. I joined the company to turnaround the vehicle tuning division (Roush Performance Products) by developing a retail aftermarket parts business for Roush branded products in street legal vehicle applications.In the first 18 months, the division realized a top line run rate improvement of 130%. After refreshing the performance Mustang offering, I introduced the first Roush performance tuned Ford F-150 and expanded the performance vehicle business into 400 select Ford dealerships, doubling the sales channel for retail vehicles. I expanded the business into the independent aftermarket by selling the parts used to tune Mustangs and F-150's through specialty performance warehouse distributors and direct internet sales channels. I also introduced a line of Roush high performance crate engines based on Ford big and small block V-8's and expanded sales for these engines direct to the kit car, street rod and restoration markets.

I was recruited to this European based automotive component manufacturer to develop the North American aftermarket for Valeo's ten operating divisions with core product focus in climate control, engine cooling, lighting & electrical systems, wipers, motors & actuators, clutches & transmissions, security systems, switches & detection devices for automotive and light truck applications.I developed and implemented a strategic plan to leverage the core portfolio products into down channel markets with the objective of growing the business from $185 million to $1.2 billion through aggressive acquisition and organic growth initiatives. By changing the financial reporting design, we were able to attain cooperation between internal OE business units necessary to promote the achievement of common aftermarket objectives. After restructuring, the sales and marketing organizations were able to focus sales resources on down channel customer initiatives and reqroup product marketing into common platform commercial strategies.

Remy was one of the first General Motors spin-off divisions, privately held by Citicorp Venture Capital, in the manufacturing and remanufacturing of original equipment and aftermarket electrical components, engine, and power train products for the transportation industry with worldwide sales in excess of $1 billion. I was responsible for the P & L of a $350 million business unit supplying OE and aftermarket starters, alternators, and electrical systems components to the heavy truck, agriculture, construction, and industrial equipment markets worldwide.By restructuing manufacturing, we lowered the cost of international component sourcing operations resulting in a 36% annualized profitability improvement. In using various strategies, we developed an infrastructure that resulted in sales increase of 89% for the four years ending fiscal 2000.With the renegotiation of the distribution supply contract with General Motors - SPO, Remy was allowed to expand into competitive distribution channels under branded and private label initiatives, as well as, establishing distribution warehouse facilities with two North American locations, Mexico, Brazil, Belgium and the UK. I negotiated four technical/strategic alliances to support five-year growth objectives into battery systems (Road Gang), crash avoidance systems (Intelli-Scan), integrated anti-theft/remote start products (Smart Start), and electrical system test equipment (Intelli-Check).

Prestolite is a diversified manufacturer of OE and aftermarket electrical components for the automotive, heavy truck, and industrial equipment markets. Formerly, this company was an operating unit of the publicly held Allied Signal Corporation until private divestiture in 1986. Upon graduation from the University of Wisconsin-Parkside, I started my career in sales as an Account Executive. I fast tracked through the sales and marketing organization and was eventually promoted to President of the Heavy Duty Division in 1991, after the company was restructured into three operating divisions and auctioned out of Chapter 11 bankruptcy to GenStar Capital Partners.I was responsible for the P & L of a $100 million operating division. We consolidated three manufacturing operations into one focused factory, incorporating cellular manufacturing concepts and eliminating redundant unprofitable product lines.During the three years ending in 1995, the division realized a 60% increase in aftermarket sales by implementing direct ship programs and introducing the distribution channels to new products.