CEO Profiles

Interim CEO Profiles


Listed below are a few sample profiles and experiences of our world-class CEOs and the sectors in which they have served. Please contact us for additional information.



Seasoned executive leader with 20 + years experience impacting corporate performance through skillful orchestration of logistics, multi-million dollar operating budgets, lean manufacturing and supply chain analysis. Expertly align production resources with enterprise objectives on a global level. Reputable for growing revenues and slashing operational expenditures through adroit allocation of human/material resources. Track record of leading business transformation strategy, setting benchmarks for working within budget and schedule. Creative, results-centered, team builder focused on the continuous delivery of top quality products and services.


Comprehensive leadership experience in all aspects of production and financial operations in manufacturing and distribution environments in the US and Mexico. Widely recognized for proven abilities as a change agent in diverse industry niches; full management of P&L, budgeting and cost controls. Highly skilled in team building, organization, business development, and bottom-line decision-making in high pressure situations. Solid expertise in lean manufacturing, TPS, 5S, union negotiations, project management, process re-engineering and quality assurance methodologies.



Big 4; Accounting; Consulting; CRM. Over 20 Years of Executive and Leadership Experience within Companies at Various Stages of Development, including Start-Up, Early Stage, Turnaround, and High-Growth; Recent Successes as COO include 50+% Sales Increase, 40% Rise in EBITDA, and 98+% Client Delivery Success Rate. Accomplished executive with strong portfolio of achievements that include multimillion-dollar incremental revenue gains, major acquisition integration, high client delivery success rates, and internal improvements. Repeated success guiding teams in the development and launch of leading-edge solutions. Experience in managing broad responsibilities, setting and implementing strategies for challenging projects, and fostering partnerships with clients that include Fortune 500 and high-profile companies.




Experienced C-level general management / operations executive with Harvard MBA and Mechanical Engineering degree.   Hard-nosed realist with acute financial acumen.   Results-driven customer service evangelist.   Consistently achieves significant increases in revenues and cost efficiency, and improves service to customers (key to revenue growth).   Committed to constant operational improvement through application of programs such as Lean Manufacturing, 5S, Six Sigma, and Cellular Manufacturing, and through better utilization / integration of engineering, accounting and ERP systems.   Out-of-the-box thinker adept at developing and implementing well-grounded strategic plans based on existing (but often hidden) organizational strengths.   Proven ability to put together “killer” management teams by recognizing and developing internal talent, and attracting and retaining top external talent.   Especially accomplished at figuring out ways to inject new life into older-technology manufacturing and service businesses.




C-level executive who understands how to generate profitable growth and enhance shareholder value… last assignment being successful with a $3.0 billion Tier-1 automotive supplier / International private company. Previous two assignments were successful turnarounds. Heavy experience in restructuring organizations, building effective teams, streamlining product lines and production, and aggressively searching and pursuing new market opportunities in many of the major markets: automotive, aerospace/defense, appliance. Big three Union experience/negotiations. Significant International experience Europe/Asia/Mexico – US Citizen.



CEO/COO. General Manager/Operations Executive with extensive global operations experience in computer electronics, telecommunications, and aerospace industries, primarily with major Fortune 500 corporations. Skilled in managing profit centers and pivotal in implementing initiatives designed to improve and streamline manufacturing/supply chain and planning process to include business development, quality, customer satisfaction, life cycle management (ramps/de-ramps), product development, on-time and order-to-delivery cycles, all coordinated through global captive factories and third party OEM alliances. Key strengths include: Broad financial acuity both P&L and balance sheet; Broad perspective of finance, global manufacturing/supply chain operations, corporate IT; Re-engineering traditional business model around process/cost efficiency & flexibility; Strong global background & well-honed leadership skills and style.



CEO with more than three decades of accomplishments. These include years of experience in the high tech electronics industry and other business segments. Quickly recognizes problems and redirects, restructures and/or consolidates operations to enable a company to move forward with a 5 to 10 fold return to investors. Has spent recent years involved in start-up and growth companies as well as turnaround situations. His last turnaround project as President and CEO allowed him to lead the successful restructuring, growth and sale of a company in excess of 10.5 times EBITDA.



Retained by Stockholders, Private Equity Firms and Private Owners of manufacturing and distribution companies for short and long term positions and project management roles. Recently, served as general manager for a $300mm food processing company. The privately held company was experiencing poor operating results and was marginally profitable. After 12 months the company was substantially improved and is in the process of being sold. Served as interim President and Chairman of the Board for a publicly traded $80 million manufacturing company. Returned the company to profitability in 9 months and subsequently sold one year later.




Led a 66 year old company operating out of five service/retail/fabrication facilities in three states with gross revenues of $75M. Implemented processes, controls, management training, strategic planning and made major changes to banking relationships, ownership, market offerings and key supplier relationships.Responsible for Finance, HR, Sales & Marketing, Operations, Risk Management, Facilities Management, Public Relations and Legal.Successfully managed growth of company from $36M in Sales to $75M, from two locations in one state to five locations in three states while growing EBITDA by over 30% from $2.2M to $3M.Responsible for start-up operations in three states including lease negotiations, management staffing, build-out, and up-fitting. Managed improvement in market penetration of bus sales business segment taking share from 46% to over 60% though implementation of stocking programs.Initiated new business segments of fire apparatus sales/service and up-fitting police cars with emergency lighting leading to growth of $6M and profits of $300K in first full year. Responsible for negotiating contract with company’s largest single customer averaging $12M/yr. SVP with full strategic planning responsibility for three business segments consisting of 1) $42M Service Parts Operation consisting of 181 sites, 136 contract service providers and 2360 vehicles: 2) $25M Network Management organization that focused on hotel/motel remodeling consisting of 42 contract partnerships and 20 company branch operations; 3) $53M Express Fleet Operation providing interconnectivity between 36 company branch/distribution center operations on a 24/7/365 basis. Formulated corporate vision and strategic direction, initiated growth strategies, provided guidance on operations, and approve all facility/customer contracts. Managed 7 direct reports and 2300 indirect reports.



Developed Strategic Growth Plan for shareholder and initiated merger discussions with offshore competitor. Led initiative to move production of critical products to Brazil and Mexico. Restructured U.S. and Canadian companies, resulting in cost reductions of 4 MM U.S.$. Strengthened and refocused sales forces for both divisions. Established professional management structure and tools.

Prepared Value Enhancement Strategy for shareholder and divested company after significant value increase (+40%). Changed company into an international specialty packaging company, focusing on continuous margin improvement. Restructured European asset base, resulting in cost reductions of 20 MM U.S.$. Moved Technology Center for the Americas to Mexico. Established business platform in China. Implemented Business Team structure as portfolio management tool.

Developed structural solutions with local shareholders, implementing global strategy of company in Mexico. Led continuous efficiency enhancements, 90% of the EBIT of the Polyester business of major company was realized in that year in Mexico. Directed aggressive expansion into South America and the U.S. Established regional Technical Centers for Engineering Resins and Textile Fibers. Restructured all production sites, eliminating 25 MM U.S.$ in cost.




CEO of a startup from inception to successful market entry with a unique, ground-breaking technology. Changed the direction of a market and industry segment. Penetrated 30 customers including the largest Independent Telephone Company in the US. Won over technology decision makers at the major US Regional Bell Operating Companies. Revamped and turned around engineering, product management and operations teams at a networking startup resulting in successful sale and integration into major worldwide electronics conglomerate. Grew teams 5X in 6 months while completely revamping management and control. Managed engineering for a public company as it grew from $9M revenues to $300M. Grew engineering from 30 to 250. Recruited, trained and managed all engineering functions. Instituted project management methods that dramatically increased efficiency and predictability and reduced time to market.


The market for impact printers was in decline in all of the major markets.  However, it was growing in the emerging markets of Central and Eastern Europe, Middle East and Africa, South East Asia, and Latin America.  Deployment of field resources was just the opposite.  Assignments were re-scoped, productivity expectations were changed, metrics were employed across the company.  Management was reorganized along functional as opposed to geographic lines, factories were reduced from 4 to 2 and the R&D spend went from 8-10% of revenue to 3%.   Old, unprofitable products were obsoleted; new products were acquired from ODM sources.

Disparate chart of accounts in EMEA were resolved to one chart of accounts for the entire company; we converged the company onto one ERP instead of two.  Weekly staff meetings were installed to improve both communications and the language of metrics.

The end result, in addition to the financial success, was a management team that communicated, knew the financial expectations for the company, and how to work together to achieve it.



Senior Executive with demonstrated, on-the-ground expertise in identifying and establishing profitable offshore operations to support market expansion across industries in developing economies. In-depth experience spans P&L / multi-site management, lean manufacturing, quality, technology transfers and the formation of core business functions including sales/marketing, production, supply chain and IT. Over 14 years experience living and working in Asia (primarily China) where he established many manufacturing business entities for IBM and other manufacturing clients.



President and CEO with global experience in a broad range of industries including technology, education, professional services and energy. Proven track-record of growing revenues and profits through developing and executing business relevant strategies including acquisitions and acquisition integration over 16 years as President or CEO. Provided leadership to 6 subsidiary companies, with over 6000 employees and 100 global offices. Integrated four newly acquired businesses with nearly $800M of revenue, creating a $1.1B enterprise. Acquired and integrated many fold-in acquisitions adding significant revenue and EBITDA. Achieved significant growth and profitability with each company number 1 or 2 in their markets. Companies included an e-learning company, an e-testing company, a career college, a career text publisher, an IT text publisher and a professional services consulting company. Responsibility for a $450M global corporation that designed, manufactured, installed and serviced state-of-art turbines, generators and control systems. Dramatically improved profit by 41%, order intake by 106% resulting in revenue growth to $800M.



Successful track record of creating multi-million dollar businesses in the technology, services, and telecommunications industries. Developed multi-billion dollar business opportunities in the wireless wholesale industry. Created successful strategic alliance partnerships worth over $1 billion in revenue potential. Generated over $150 million in bottom-line savings for world’s largest cable company. Developed critical asset performance analysis of over $16 billion in managed assets. Advised clients in the areas of strategy development, due diligence analysis, sales and lead development, strategic alliance partnerships, and business development.


CEO – Multi-industry restructuring leader; wireless industry expert. Divested and sold a $45 million division as well as a $19.5 million public company. Access to financial institutions and investors with a strong track record of return on investment. Change Management – led three different major re-organizations. Software, Products and Services experiences in the Wireless and Fixed Line Telecom industry. Identifying and Evaluating Key Trends and Opportunities.

Key Performance Indicators:

Turned around a small-cap public company, a division of a private company and a division of a mid-cap public company. For all three turnarounds, focus was on growth engines and cutting non-revenue producing expenses.
Experienced in securing financing for companies and divestitures/acquisition of units and businesses.
Have a network of capable managers and executives that are ready to work with me again. Access to both senior executives as well as mid-level managers.

Extensive experience in working in a global setting. Have created contacts and relationships with senior clients and partners throughout the Americas, EMEA, and APAC.

Created extensive relationships and channels with OEMs in the wireless space. The creation of these channels helped grow sales to the highest level for Engineering services. Signed up for four key MSAs with OEMs that lead to over $45 million of revenue in 2.5 years.

Renegotiated major, existing contracts that resulted in increased margins on the Site Development business from negative numbers to 11% margins. Renegotiated major MSAs with Wireless carriers that continue to provide strong revenues and solid margins.
Closed a $90+ million deal with a tier one wireless carrier. Created the sales training, tactics and strategy that generated $120 million in revenue. Led a team of experienced, seasoned account executives and agents throughout the Americas and Asia Pacific.
Re-organized a 40-person research and consulting division by creating teams and focusing those teams on meeting specific performance metrics. The division grew 42%.




Chief Executive Officer with significant P & L experience, a record of growth, and improving financial and quality performance of complex organizations in American and Canadian companies. Executive experience includes healthcare, health-related and service companies; for-profit and not-for-profit; public and private; American and Canadian organizations. Skills include leadership, turnaround, change, and business development. Highly successful in strategy, marketing, sales, and contract negotiation. Operational accountability has included $550 million in revenue (U.S.), 30,000 employees, and 10,000 properties in 44 States. Governance experience has included 23 Boards of Directors and 3 roles as Chairman.



President and Chief Executive Officer ofa 150 year old health system comprising an urban teaching hospital, a rehabilitation hospital, a physician management company, a continuing care retirement community, a home health care company, and other related entities. Included an HMO/PPO serving 325,000 lives. Its annual gross revenue was approximately $600 million and employed 2000 people. Converted a loss of $16 million to a profit of $3 million within two years and a subsequent profit of $11 million. Increased cash and investments from $42 million to $138 million and improved technology and physical plant with $129 million of investments. Grew medical staff, market share, patient and physician satisfaction, quality and patient safety, new programs, and a first class management team while reducing nurse turnover, accounts receivable, and litigation against the organization. Chaired numerous Boards, Diplomate – ACHCE, Former HCA SVP. M.A. in Hospital Administration.


In order to create tangible shareholder value it was imperative that we move some pre-clinical compounds into development and find a partner/acquirer; otherwise the company was in significant danger of running out of investment capital.

I undertook a world-wide business development initiative to locate a potential acquirer. I spoke to virtually every major pharmaceutical company worldwide in order to find a suitable acquirer. Through my efforts, and others on the business development team I was able to create a bidding war with multiple suitors for these early compounds. Ultimately, the company was acquired in a transaction that was valued at more than $120 million. Having taken what appeared to be a dire situation for the company when the Phase II Trial failed, and then negotiating and structuring a successful exit for the shareholders, was a classic example of turning “lemons into lemonade.”



President and CEO for a healthcare system with a combined net revenue of $700 million, an average daily census of 610 patients and 3,200 employees. Reorganized the senior leadership roles and responsibilities at two hospitals. Recruited chief operations officer, chief financial officer, vice president of operations, and the interim chair of medicine and cardiac surgery. Formulated specific hospital strategies and plans that focused on facilities, physician growth and market expansion. Re-established a positive medical staff morale through specific MD communication activities and projects, including the formation of a committee of key medical staff leaders. Established growth goals for the specialty and primary care networks through individual practice initiatives and recruiting. Recruited three to four new MDs, expanded ancillary services and increased revenue by 3%. Increased accountability for department chiefs in all areas of the operation and clinical activities, including cost reductions of 7% and growth goals of 3.5%. Created cost management objectives, reducing FTEs by 350 employees over an eight-month period. Achieved a $14.4 million change compared to the prior year. Directed the facility master plan for two hospitals. Successfully recruited MDs in core clinical services and in areas of community need (family practice, obstetrics/gynecology oncology, cardiology, breast surgery, neurosurgery, general surgery and internal medicine). Set up centers of excellence for cardiology as well as bariatric and general surgery.



Chief Administrative Officer. Results-focused senior-level executive offering a distinguished 20-plus years of broad-based public-sector and non-profit leadership and operational experience. Appointed by two Governors to head state agencies and to provide an array of leadership, administrative, operational and managerial skills suitable in challenging multitasking environments. Excels in focusing the efforts of diverse groups at the state and local levels. Strong ability to plan and organize high-level business affairs while maintaining efficient control of financial and human resources. Works exceptionally well with government and corporate leaders on various boards and maintaining strong leadership with staff-level personnel. Areas of expertise include: Change Management, Human Resources, Mentoring, Media and Public Relations, Operations/Project Management, Special Project Management, Grant & Fiscal Management, Policy / Procedures Implementation, Regulatory Compliance, Negotiations & Contracting, Strategic Planning, Succession Planning, Advisory Board Consulting.


Mayor. Senior executive with 25 years of national and international business experience in government and private sector. Adept in dealing with government and business leaders around the world. Excellent cross-cultural skills. Former diplomat. Multi-lingual. MBA, International Business. Track record of opening up foreign markets for American goods and services. Strong leader and manager who exceeds performance objectives. Consensus builder who achieves win-win situations. Resourceful strategist with strong negotiating skills who exploits business opportunities with global business acumen. Proven broad-based strengths in P&L Management, Government Relations, Strategic Planning,Business Development, Governance, Organizational Restructuring,Foreign Trade, Public/Private Alliances, Team-Building/Motivation.



Seasoned CEO whose latest achievements include transforming a troubled 60+ year old publicly held company into a respected industry leader and negotiating and executing it’s sale to a private equity group at a 67% premium to shareholders. A true leader with over 30 years experience in large transaction negotiation and execution and corporate transformation. With over 15 yr. with “Big 4” firms, he is an experienced BBA/MS/CPA fluent in all matters related to internal and external financial reporting and particularly federal income tax matters. An exceptional interpreter of financial data and experienced in identifying opportunities and in evaluating and managing problem areas. Not a “typical CPA”, well known for developing creative and effective ideas and solutions, communicating same to board of directors and employees at all levels and bringing transactions to close quickly and efficiently. In preparing private company for an IPO, solved significant environmental exposure by buying a similar independent company, merging and moving off site the subsidiary of concern into the newly acquired company and selling the resultant combination at a significant gain. Developed creative strategy to accelerate the utilization of acquired company tax loses and other deductions resulting in year-over-year cash savings in excess of $1M. Industries include oil and gas exploration and production, pipelines, services, regulated industries, specialty chemicals, proprietary technology, trucking, niche companies and myriad others. Situations include start-ups, turnarounds, reorganizations, mergers, acquisitions and dispositions, accelerating organic growth, corporate strategy and direction, revitalizing mature companies and others.


Growth-company CEO with strong strategic skills from experience investing in and sitting on the Boards of similar growth companies, and from running two private equity firms. Built major golf company from $3M / breakeven to $100M in revenues / $20M EBITDA and 2,000 employees through 20 acquisitions, in 7 years. Raised $50M of equity capital and $100M of debt. Made 41% IRR for investors. Formed $165M golf REIT, completed IPO roadshow led by major investment bank. Sourced and sponsored $100M of proprietary (non-auction) investments in four middle-market service businesses since 2002. Positioned and sold document management business in 2 years to top international brand for 51% gross IRR. Bought leading HR outsourcer for 3.5x EBITDA, and sold for 6.3x invested capital (150% gross IRR) after EBITDA tripled in two years.


We made an immediate decision to recapture a once-known retail brand, and along with it, capture the fat retail margins that accompanied a solid retail processing capability.  More importantly, we had more confidence in putting the new face of the company in front of larger B2C companies and we could again compete for their business.

The first steps were to develop and launch a new company website and catalog.  The objective was to regain the interest of, and re-connect with, long time retail customers.  Through forensic customer research and new tracking processes we were able to identify contact information on thousands of previous customers and prospects and re-connect with them with a fresh ‘face’ and a more enjoyable shopping experience.  With the launch of a branded, modern, retail-capable website, we were able to recapture a customer base already searching for our company – increasing web traffic by more than 400%, tripling catalog requests, and nearly doubling the retail revenue.



Over three year period, re-engineered and positioned company with new business model. Reduced invested capital over 30%; cut costs over 40%; repositioned price points and image to upscale consumer and retailers. Developed and implemented distribution strategy targeting to upscale retailers selling in all three retail channels (stores, catalogs and Internet) through innovative sales and marketing programs and re-designed infrastructure. Integrated the two organizations and infrastructure to eliminate redundancy; improving productivity and efficiency in both companies.· Solidified #1 market position in bowling and re-negotiated aggressive license agreement with major firm for increased tier pricing and expanded distribution channels. Exited an unprofitable sports business eliminating over $6 million in costs and invested capital. Positioned the label for branded make-up targeted at mass merchants and national chains. Implemented private label business through vertical distribution model for mass merchants.

Responsible for turning around this out-dated manufacturer and marketer that had recently emerged from bankruptcy and had been purchased by a major organization. Developed turn-around plan and new strategic business model. Result was that the company was rebuilt from bankruptcy (prior to purchase) into a profitable $70 million branded marketer with 28% return on invested capital. Recruited top-level management team; restructured and flattened organization to streamline decision-making and promote creativity. Developed new sourcing model. Worked with the government to close plants in Puerto Rico and Dominican Republic, set up overseas infrastructure, transferred existing product, and outsourced select manufacturing and other functions to China and Mexico. Result was a 30% reduction in operating costs and 30% reduction of invested capital.



CEO and corporate strategist with financial, media, and food industry background. Worked on the team that created the first single premium variable annuity introduced in the United States. Achieved and maintained 225% increase in agent production for a F500 financial services company. Co-founder and operations strategist for the pioneer in the brokerage of home refinancing. CEO of startup food company obtaining 92% distribution among all leading grocery companies and gaining 4.4% share of Southern California market within four months of introduction. Conceived idea and successfully launched a magazine publication as a more efficient means of delivering direct mail advertising into the home as the ‘TV Guide’ to the home entertainment market and generated average coupon redemptions of 17% (national average was 1%). Conceived and developed the first all-media globally applicable, content-based entertainment ratings system featuring the most comprehensive, accurate and objective media content information available. CEO of the firm developing ratings system into a comprehensive entertainment personalization service integrating website, magazine, and mobile access to enable consumers to purchase, rent, block, and filter entertainment media based upon their own personal standards of suitability. Harvard grad.

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