Representative Activities
	President/General Manager of newly acquired rubber molding company that had a long history of financial losses, labor problems and quality issues.
	Over 18 month period, restructured operations, and returned business to profitability including: Obtained Asset Based lines of credit to fund operations. Drastically reduced costs through operations improvements, labor and supply chain cost reductions. Implemented ISO-9002 and QS-9000 Quality Systems (ISO was implemented in 4 months). Recruited Nation-Wide Sales Rep Network and implemented comprehensive industrial marketing programs including sales literature, registry, catalogue listings and Web page. Sold numerous new projects for tooling and molded parts including a major new customer to add 30% to sales volumes-included PPAP, QS-9000 quality standards. Renegotiated very favorable five-year labor contract.
	On recommendation from company's lender, became General Manager and Senior Advisor of a major multi-plant glass fabrication company with a history of financial under performance, severe labor problems and operational difficulties.
	Phase-I. Over a 10 month period made significant improvements in operations and processes, solved labor shortage problems by utilizing non-standard labor sourcing techniques, implemented CAD design and layout capabilities to streamline job set-up, implemented a complete marketing literature package with special customer oriented promotions, and developed full product line costing capabilities for pricing/profitability management.  Phase-II. Shut down and relocated all manufacturing facilities into a new consolidated operation in a much larger leased facility closer to the company’s markets.
	Operations in new facility included new high-speed glass CNC machining capabilities that reduced manufacturing labor content by over 50%, a free-standing quality department and a “critical mass size” capable of attracting and supporting vastly upgraded labor and management personnel.  Significantly upgraded Company Sales and Marketing Department capabilities through new hires, new products and an expanded sales force. Also implemented vastly improved systems of management including standard costing, product line profitability reporting and a comprehensive actual versus budget P&L, Cash Flow and Balance Sheet for management and lender use. Also included expanded use of imported glass products into product line to lower costs and broaden product lines. Company is now achieving materially improved and consistently profitable operations.
	Engaged as Senior Advisor by a Financial Holding Company to review several portfolio companies that had experienced serious oversight and management difficulties. Reviews included company operations, financial performance, systems of management, business viability and dealt heavily with fund oversight, reporting and management issues.
	President/CEO/Chairman of a multi company, multi-plant North American equipment manufacturer (Sales in excess of $125 mln.) facing drastic cyclical declines in its served markets.
	Over a two year period, closed one plant, acquired and implemented a major product line to return a second plant to profitability, placed a third business in Chapter 11/7 and subsequently liquidated it. Company that was returned to profitability was subsequently sold at a profit.