Tim Friedel Email & Phone Number

Dallas, Tx, Us

Marble Falls, Tx, Us

Boosted lagging revenue of a $12.1 million, 70 employee natural stone composite panel manufacturing company. Improved bookings from $11.6 million to $35.1 million despite a construction industry recession. Increased EBITDA from $0.8 million to +$4.9 million.• Created a +$20 million brand image program for Cadillac. Initiated similar programs for Nordstrom, Apple, Nieman Marcus, Ford and Lexus.• Expanded international sales from $0.7 million to $9.8 million including projects in England, Scotland, Ireland, China, Denmark, the Netherlands, and Lebanon.• Generated cash flow to pay off $2.1 million of debt and provide $7.2 million in shareholder dividends.• Facilitated a stock sale of the Company for $34.0 million with a $3.0 million earn out provision.

Us

Recruited by Directors to start up a new Texas-based high–end homebuilding division. Direct all aspects of operations including corporate formation, land acquisition, staff retention, product development, and management of purchasing, construction, sales and marketing.

Glenview, Il, Us

Hired to lead Corporate Development and subsequently promoted to Southwest Division President. Responsible for rebuilding the management team and turning around the operations of a newly acquired division. • Restructured sales team, launched new products & added joint ventures improving sales by 88% to $47 million.• Closed under-performing locations, sold excess assets, and reduced inventory by 9.3%.• Streamlined purchasing and production lowering COGS by 4.7%, reduced SG&A by 14.6%.

Dublin, Ie

Directed the largest APG region with 12 diverse manufacturing and distribution companies, $300 million revenue and 1,500 employees in 40 facilities. Improved EBIT by $6.0 million (27%) despite a 2%, post 9/11 decline in sales. Boosted RONA from 14.1% to 18.2%; best performance of six-region architectural products group.• Consolidated operations to eliminate $2.0 million of redundant overhead. Lowered operating costs by an additional $6.4 million and increased production by 10% through innovative process improvement initiatives. Cut accident rates in half; best performance in the architectural products group.• Executed a restructuring and revitalization program for a $40 million roof tile manufacturer with 240 employees. Improved from breakeven to a $2.2 million profit in one year; $4.7 million profit in two years. • Formulated and taught leadership courses on recruiting, skills development and coaching.

Dublin, Ie

Created and led a new APG region with nine manufacturing and distribution companies, $250 million revenue and 1,100 employees in 27 locations. Established and upheld the best safety record in Oldcastle APG. Doubled regional sales from $132 million to $250 million while maintaining a RONA over 20%. • Led the acquisition and integration of three manufacturing companies. Directed the design, construction management, and start-up of a new plant; commended as the most successful start-up in APG history.• Designed and implemented capital effectiveness programs.• Recruited and developed seven employees who became Presidents with affiliated companies.

Dublin, Ie

Assumed leadership of a distressed $42 million, 180 employee lightweight aggregate manufacturing company. Orchestrated a dramatic three-year turnaround. Improved EBIT from -$3.9 million to +$6.4 million; RONA from -12.9% to +22.3%.• Expanded product line, added new channels and improved distribution resulting in a $16 million, or 62% increase in sales and national product leadership.• Increased output by 25% and lowered unit cost from $17.01 to $13.16.• Established a record of four years without a lost time accident. Rated first in safety among 46 other CRH companies, groups and divisions.

Dublin, Ie

Coordinated corporate development for a $220 million product group including acquisitions, strategic planning and special projects.• Identified, evaluated and acquired three manufacturing companies; actual results substantially exceeded Board criterion.• Developed and executed plans to construct four Greenfield plants; each came in on time and under budget.

Worldwide, Oo

Directed client teams of up to 45 professionals. Analyzed complex business issues, applied quantitative methods to diagnose problems, and identified and implemented specific solutions.• Led business reorganization teams to improve marketing and sales, product mix, cost controls, cash management, financing, compensation systems, and asset deployment; representative engagements included Zales, Fairfield Communities, General Homes, Allis-Chalmers and Pacific Bank.• Identified cost savings and productivity enhancements in supply, distribution, marketing, customer service, finance, work force management and support services; documented $13 million annual cost savings for a $900 million utility in a typical engagement.• Assessed economic viability of three multi-billion dollar projects.• Developed, recruited, trained, counseled, and administered the Dallas Business Analyst Program; coordinated the firm’s national recruiting efforts at three major universities.

Mba, Finance

Bachelor Of Engineering - Be, Civil Engineering (Structural)