President and CEO at Fountain Industries, leading the global design and manufacturing company of parts cleaning systems used in automotive repair and industrial applications. Premier product lines include EcoMaster, CleanMaster and SprayMaster.Reported to the Board of Directors. Transformed the company's culture and operating capabilities while rebuilding the leadership team to execute the company’s strategy and improve customer collaboration. These changes greatly enhanced customer satisfaction, leading to significantly improved top and bottom-line performance.

Certified Power (CPI) is a distributor, designer, and assembler of hydraulic, pneumatic, and electronic components and controls for industrial and mobile fluid power applications and is also a manufacturer of OEM driveshaft and precision power train components. Three divisions: Certified Power Solutions (CPS), Certified Power Train (CPT), and Fluid System Components (FSC).Promoted to President and CEO. Reported to the Private Equity Board of Directors. Drove top and bottom line performance improvement, and defined and modeled the company’s culture including purpose, vision, and values. Built and developed the leadership team to execute the company’s strategy and direction. EXECUTIVE LEADERSHIP | STRATEGIC PLANNING | ORGANIZATION REALIGNMENT• Performed in a dual role of President and CEO for CPI and President of the CPS division. Accelerated knowledge of the fluid power market and implementation of the business strategy.• Improved the annual strategic business plan by implementing a project management methodology.• Restructured the executive leadership team resulting in successful re-alignment of divisional sales strategies.• Implemented organizational business modifications, driving performance, accountability, and clarity while reducing operating expenses.• Improved revenue by 20% and EBITDA by 30%.STRATEGIC PARTNERSHIPS | BUSINESS DEVELOPMENT | OPERATIONS• Revitalized distribution partner and customer relationships by clarifying distribution market strategies and brand focus, leading to a significantly improved customer experience. • Developed joint market strategies with distribution partners and customers resulting in double-digit revenue growth.• Successfully led the move of CPI headquarters from Mundelein, IL to Fridley, MN while merging two pre-existing MN facilities into one site.• Initiated LEAN manufacturing processes by procuring outside expertise, completing diagnostics and implementation of the first phase.

Chief Operating Officer and SVP responsible for operational performance improvement, safety, purchasing, supply chain management, ISO, and inventory. Accelerated the successful integration of Cirus Control’s operations (purchased in 2016) into the Certified Power organization, resulting in substantial synergy savings to the combined company. Eliminated significant delinquent backlog by introducing capacity level loading and production scheduling techniques, optimizing the utilization of labor across several facilities. Reported to the President.

Chief Operating Officer and SVP of Cirus Controls, a designer and manufacturer of electronic spreader controls, central hydraulic systems, advanced plow controls and innovative telematics-based performance management systems for the winter road maintenance industry. Reported to the CEO. Led operational improvement, safety, purchasing/supply chain and inventory management.OPERATIONAL IMPROVEMENTS POSITIVELY IMPACTED BUSINESS VALUE • Increased shipments by 33% with no additional manpower, while delivering 95%+ on-time delivery by implementing LEAN manufacturing principles.• Developed and qualified new supplier partners resulting in product cost reductions of up to 35% while significantly decreasing delivery lead-times. • Employed new processes, controls, and documentation leading to formal ISO compliance.• Cirus Controls, LLC was purchased by Certified Power, Inc. in January, 2016.

Promoted to President. Co-led with the CEO a return to company profitability following the 2008 recession. Managed an $18M operating budget. Led eight direct reports and 150+ employees. Modernistic is third generation family owned manufacturer of décor, display, and graphics for the retail and OEM markets. EXECUTIVE LEADERSHIP | STRATEGIC PLANNING | ORGANIZATION REALIGNMENT• Member of the executive team and participant in the development of the annual strategic plan.• Realigned the sales organization from a single point of contact to an expanded multi-level relationship strategy, significantly strengthening position with key customers, and improved customer satisfaction.STRATEGIC PARTNERSHIPS | BUSINESS DEVELOPMENT | OPERATIONS• Successfully implemented a new business partnership strategy resulting in 20% revenue growth.• Expanded market opportunities by introducing design and décor solutions, the key to future revenue growth.• Reduced operating expenses from 23% to 16% of revenue via restructuring and implementation of a new sales compensation plan.• Reduced inventory costs by 65% through vendor strategies and cost controls.• Led the successful move of three separate facilities into one site with no loss of revenue or downtime.• Implemented cellular manufacturing leading to a 300% throughput improvement while reducing labor by 50%.• Improved on-time delivery from 87% to 99% via Sales and Operations Planning (S&OP).

Promoted to VP and General Manager, reported to the President. Top and bottom-line responsibility for $21M operating budget. Led seven direct reports and 150+ employees. Sheldahl is a manufacturer and distributor of advanced laminates, coated films, and high-performance tapes for the worldwide automotive, aerospace, electronics, and medical markets.MANAGED P&L DROVE PROFITABILITY • Achieved 100% of operating profit plan despite revenue coming in at 94% of the plan.• Implemented an inventory reduction strategy that lowered inventory carrying costs by 26%.• Division profitability enhanced the valuation of the company and its sale price to Multek.

Reported to the SVP with overall responsibility for stimulating revenue growth, defining new business opportunities, and improving relationships with customers worldwide. DROVE SIGNIFICANT TOP LINE GROWTH• Increased revenue 28% in two years by revamping the sales strategy from a technical to a total value focus. • Turned around an unprofitable business unit resulting in a 400% increase in revenue.

Kyocera Tycom Corporation is a manufacturer, marketer and distributor of ultra precision consumable cutting tools used by the electronics and medical industries.