Manage a smaller manufacturer of precision industrial rotary tables. Strategic planning for long-term growth, financial planning and working with the management team.

Board member reviewing monthly performance and attending board of directors meeting to review progress and make suggestions.

Lead a team of approximately 75 employees. During the 18 years as President, the sales of the company increased from $12m per year to $42m per year by diversifying the product offering, purchasing 28 product lines through four company acquisitions and by developing markets internationally through independent representative. Bourn & Koch Inc. manufactured industrial machines that were used to do machining, turning, grinding, gear hobbing/shaping and other special functions sold under the… Show more Lead a team of approximately 75 employees. During the 18 years as President, the sales of the company increased from $12m per year to $42m per year by diversifying the product offering, purchasing 28 product lines through four company acquisitions and by developing markets internationally through independent representative. Bourn & Koch Inc. manufactured industrial machines that were used to do machining, turning, grinding, gear hobbing/shaping and other special functions sold under the brands of Bourn & Koch, Blanchard, Bullard, DeVlieg, Fellows, Springfield, Mattison, Motch and many others. Worked closely with key employees to receive its ISO9001 certificate in 2002 and was heavily involved with the integration of a new IT hardware and ERP software system in 2005. In 2012 headed an investment by an equity invester in Bourn & Koch Inc. by Alleghany Capital. Show less

Managed all aspects of the business of manufacturing and sales of industrial machines. Worked closely with team leaders in the facility, worked closely with a machine & parts sales team, worked with engineering on new product development. The company grew from approximately $8m to $12m and the number of employees was reduced from 150 to 80 employees through lean principles improving on-time deliveries and increasing profitability.

When I started at Bourn & Koch Machine Tool Co., the company had just completed an acquisition of Barber Colman Co. Machine Tool Division only 8 - 10 months earlier. The acquisition was a highly leverage purchase and combined with poor performance, the company was technically bankrupt. The initial two years included working seven days a week to systematically change the business by 1. Working with vendors that were not paid in some cases in 8 months that the company still needed to be… Show more When I started at Bourn & Koch Machine Tool Co., the company had just completed an acquisition of Barber Colman Co. Machine Tool Division only 8 - 10 months earlier. The acquisition was a highly leverage purchase and combined with poor performance, the company was technically bankrupt. The initial two years included working seven days a week to systematically change the business by 1. Working with vendors that were not paid in some cases in 8 months that the company still needed to be used to produce products. 2. Re-negotiate and refinance debts to considerably change the companies financial position and allow the company to continue in business. 3. Change process and proceedures for the business flow and manufacturing process. 4. Negotiate and install an IT system including both hardware and software to integrate manufacturing, inventory, scheduling and accounting into one MRP system. The system included on of the most advanced data collection system available at that time. 5. Developed standards including costing and pricing to assist with business growth Show less

Board member meeting quarterly to review performance, make suggestions and other board of director functions.

BK Fellows Services Group was a machine sales group for Bourn & Koch for the East Coast of the United States and the Fellows, Blanchard and Jones & Lamson product lines for replacement parts and support.

Worked heavily with cost accounting and cost controls to in increase profitability of the company. Assisted with controller duties of weekly, monthly, quarterly and annual reporting. Assumed the controller duties when the existing controller left the company.

Worked with my parents on the family farm which included crop farming, dairy production, beef production, pork production and a family restaurant. I was involved in every portion of the business including equipment repair.