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American Road Machinery is an Original Equipment manufacturer of Snow & Ice Control, Leaf & Debris and other truck and trailer mounted equipment for municipal and contractors across the MidWest, MidAtlantic and North Eastern United States.Transformed and grew the business from $3.5M to $20M in 5 years.

ASC is a leading manufacturer of cooling system products in aftermarket and original equipment segment of the automotive sector with divisions in US (Ohio), China, Mexico and Spain. ASC is a $250M subsidiary of UCI-Fram Group (formally United Components, Inc.), a Rank Group Company ($2B in annual revenues). Held complete P&L leadership of all aspects of 700-person business unit with sales and operations in 4 countries and 60% market share in North America. Managed 6 VP-level department leaders. Led organization in focusing on operational excellence and international expansion.Designed and led the transformation of ASC Industries from a family-style business to a structured corporate accountability-centric model – private equity focused. Transitioned organization from privately held organization to a public reporting (SOX and internal controls) model.• Led multimillion dollar capital expansion project in Tianjin, China and cost positioning project focused on internalizing capacity to optimize manufacturing absorption benefits.• Directed restructure and relocation of physical operations (Mexico to China). • Recaptured market share dominance following integration into UCI and subsequent post merger losses. • Envisioned and developed China-based R&D operation.• Created customer-driven strategic vision and led globalization of a European operating division that doubled sales in 30 months. Transitioned group to an entrepreneurial production mindset. • Championed global implementation of Oracle business system in all facilities.

Reported to President of $170M business unit. Responsible for Finance, Operations, HR, Procurement and all international activities and operations.Following partial purchase by PE group American Capital in 2003, implemented stricter financial controls and a more formalized organizational infrastructure, with a focus on ROI and strategic forecasting. Restructured and streamlined global operations, reducing costs while improving efficiency of day-to-day operations. Oversaw Procurement, IT and Finance, both domestically and for subsidiaries abroad. Invested in automation (robotics) and a JV in China. In 2006, following 100% equity sale of ASC to Carlyle Group’s United Components (UCI), the business was consolidated with UCI’s “Airtex” water pump division, doubling its revenue with ASC leading the integration. Managed 900 reports (growing to 1,400) with responsibility for Finance, IT, Production, Quality, Distribution and Procurement, as well as all China operations. Led Asian procurement initiative for all UCI divisions.American Capital / ASC Industries (2003-2006)• Designed, constructed and led Greenfield wholly-owned manufacturing facility in Beijing, China. • Implemented accounting/audit oversight in 4 locations to comply with US GAAP requirements.• Led all aspects of the UCI sale process including due diligence, contract negotiations with potential buyer and partnerships with attorneys and investment bankers. (2005-2006) United Components (Carlyle Group) / ASC Industries (2006-2007)• Created strategy and led integration that saved millions of dollars annually.• Led Global Procurement consolidation across (4) UCI business units.• Designed business model and implemented a Greenfield site facility for Fuel Pump division.

ASC was growing rapidly due to global expansion, primarily China. The company was poised to grow its automotive sector. Managed 125 reports (growing to 500). Integrated a customer-driven business strategy focused on flexibility to grow market share rapidly on a global scale. Led investment in China-based JV.Reported to Owner and President of a $120M business unit. Responsible for Finance, HR, Procurement, Distribution, Quality and all international activities and operations, with corresponding VP’s as direct reports.Investment• Led founder in a recapitalization of the company and buy-out of the 95% investor.• Doubled company size (revenues) in first year using asset based lending approach and highly leveraged transactions.Rapid Global Growth• Managed operations for a business that grew at a +50%CAGR (1998-2002) and became the major player in its category within the retail segment of the automotive aftermarket (more than 50% share). This led to (in 2002) a re-financing and partial equity sale of the business to a public equity sponsor (American Capital). Business was sold at a 6X EBITDA multiple.• Devised, negotiated and led the buy-out of the company’s largest Chinese casting supplier into a 51% owned joint venture (1998 – 1999), allowing a significant profit capture (one-year payback).