• Planned and directed vital restructuring effort that instigated a major profit turnaround—$10.8 million loss to $1.9 million profit—within two years. For more information, click here.
  
  
• Directed business unit to achieve extra EBITDA, offsetting shortfalls of sister units and allowing the group, as a whole, to meet bank covenants. Division realized EBITDA $1.3 million over plan for two successive years. For more information, click here.
  
  
• Reversed $350,000 per month operating loss by turning around production operation and instituting management accountability. For more information, click here.
  
  
• Built and directed a cross-functional team of MIS and Finance personnel to analyze potential new pricing structure for miscellaneous spare parts. The proposed pricing would have resulted in a loss in net profit of $500,000 on revenue of $6 million. Revised the proposed pricing structure, ensuring prices were not out of line with the market while protecting the net profit.

• Acting as co-General Manager in France, managed the negotiation and sale of a French division to counteract suspected collusion between the French General Manager and investor. Actions resulted in a final sale price of 2 million Euros above original expectations. For more information, click here.
  
  
• Performed in-depth analysis of failing division and presented results to Group President, advising divestiture. The group gracefully exited the business. For more information, click here.
  
  
• Sought and engaged sales agents for divestiture of UK distribution business and advised local management they could orchestrate a management buy out. UK business was sold as a leveraged buy out six months ahead of plan.
  
  
• Provided all financial data, coordinated with lawyers, and played a vital role in the acquisition of a public company.
  
  
• Steered acquisition due diligence, resulting in 51.9% purchase-price reduction from $27 million to $13 million.
  
  
• Conducted analysis on group’s various acquired companies, establishing consistent acquisition guidelines for future M&A planning.

• Advised on business planning and process of obtaining financing, preparing business plan for circulation to potential investors. After approaching one investor with the new plan, all of the company’s current financing goals were met. For more information, click here.
  
  
• Spearheaded strategic reinvention initiative to identify ways to improve company’s market performance rather than passively allowing company closure. For more information, click here.
  
  
• Developed highly lauded, dynamic presentation on succession planning for diverse groups of local business owners.
  
  
• Completed time and motion study in Japan that resulted in scrapping an automatic inventory-retrieval system and replacement with a more conventional warehouse.
  
  
• Key member of implementation team for new MIS system (Oracle) that allowed extraction of meaningful management data.

• Analyzed business concept, documented competitive landscape, restructured pricing policy, and added value to product offering, resulting dramatic turnaround of startup company. For more information, click here.
  
  
• Championed new strategic direction for company, evolving from a hardware provider to a solutions provider, in order to turn around lagging business. First “solutions” endeavor increased customer’s average sales per customer by more than 50%. For more information, click here.
  
  
• Cultivated financial, legal and operational infrastructures for startup company.

• Salvaged company’s financial health by negotiating a prearranged filing for Chapter 11 after company defaulted on bank covenants and CFO was terminated. Reestablished credibility with bank group and investors through numerous in-depth meetings. For more information, click here.
  
  
• Delivered a study on the contentious issue of compensation of family members within a family business. Proposed a solution to the business owners that divorced business issues from family issues, allowing family members to agree on a process to establish and differentiate between Salaries, Dividends and Gifts.
  
  
• Leveraged Sarbanes-Oxley expertise to advise controllers on requirements.
  
  
• Innovated workflow procedures to automate procurement of trade finance, letters of credit and negotiable instruments.
  
  
• Designed monthly reporting-management book, detailing regular financial data, P&L, and B/S Cash flow, as well as detailed current costs of main products and margins generated by each product line.
  
  
• Established entire cost-accounting system and process after acquisition.

• Averted major financial crisis—wherein company’s borrowing capacity was $6.5 million lower than thought and only half of the biweekly payroll—by instituting both short- and long-term financial plans that got company back on track. For more information, click here.
  
  
• Ensured regulatory compliance, averting an inherited near disastrous situation with external auditors within two days.

• Successfully closed plant and integrated operations into “sister” facilities to streamline organization’s nine post-merger operations. Within six months, relocated manufacturing and integrated engineering while meeting all ship dates. For more information, click here.

• Led division in working with competitor, Samsung, over a period of eight weeks to determine whether a partnership (revolutionary in the industry) would prove mutually beneficial. Communication and collaboration between the two companies was highly successful, and yielded a mutual decision that the potential partnership would not generate the expected results and was too risky. Accomplished in eight weeks what took most companies 12 months, and freed up resources to pursue other initiatives.
  
  
• Procured three alternative lenders for Group after existing provider of the $15 million Asset Based Loan decided not to renew (despite representations of automatic renewal). Presented alternative providers to Board of Directors, and gained approval to proceed with the most favorable, closing financing agreement quickly at favorable rates.

• Created and executed three-phase downsizing plan to reverse $10 million loss in 2000. By 2002, a $12.7 million profit increase had been achieved through 42% decrease in indirect labor.

• Introduced first-of-their-kind, global standard contracts specifying type, quality and delivery terms for steel trading. Constructed a suite of standard contracts along with delivery terms that, when reviewed by people in the industry, were warmly accepted.