Value Creation
Core revenue +12.6% | Revenue per employee +40.4% | Gross margin +3.6% | +$1.8M Cash Generation First Year | Turnaround: $100M division
I focus on accelerating revenue, expanding EBITDA and cash flow, building high-performing leadership teams, and driving new product development aligned with a clear technology roadmap. The objective is measurable performance improvement, stronger competitive positioning, and sustainable exit-ready growth.
Selected Platform Leadership and Value Creation
Examples of platform leadership, operational transformation, and measurable value creation across private equity-backed industrial and technology enabled businesses. Each case outlines the situation, actions taken, and measurable outcomes. Select a logo for details:
Hardware-to-SaaS Transformation | 2X Revenue & EBITDA | Patent-Protected Platform
PE-Backed Multi-Site Turnaround | +$1.8M Working Capital Reduction | Sale Preparation
Strategic Market Pivot | 4X Revenue | 4.7X EBITDA | Strategic Partnerships | Organic Growth | 9.6X Offer
Distressed Majority Acquisition to PE Platform | Roll-Up Execution | Dual Liquidity Events
Core Value Creation Levers
Revenue & Commercial Acceleration
Channel expansion and strategic partnerships
MSA access and enterprise account penetration
Cross-sell / upsell strategy deployment
Pricing discipline and margin optimization
Sales coverage expansion
EBITDA Expansion & Operational Discipline
Lean manufacturing and operational excellence
Cost structure realignment
Footprint optimization
Process simplification and standardization
KPI-driven operating cadence
Cash & Working Capital Optimization
Inventory reduction
AR discipline and billing cycle acceleration
Vendor renegotiation and procurement discipline
CapEx prioritization and ROI gating
New Product Development & Technology Roadmap
SaaS layering into hardware platforms
Android / embedded systems integration
Acquisition-led product expansion
Technology roadmap alignment and strategy
Applied AI integration to increase operating leverage
Organizational & Cultural Alignment
Leadership rebuilds and talent upgrades
Cultural audits and behavioral alignment
Decision-right clarity
Data-driven KPI governance
Board-level reporting discipline
Data Display Systems
Chief Executive Officer | Board Member
Private Equity-Backed | Technology-Enabled Manufacturing & SaaS
Situation:
A private equity sponsor recruited me as CEO to professionalize the organization, develop the go-forward strategy, accelerate revenue growth, and install operating discipline within an electronics hardware manufacturer platform facing increasing margin pressure from China-direct competitors.
Actions Taken:
Developed and executed a new foundational business strategy and multi-year technology roadmap
Originated and led the pivot from hardware-only to a vertically integrated hardware + software platform, establishing a recurring SaaS revenue model across three segments to increase recurring revenue, customer stickiness and enterprise value
Built product/technology roadmap aligned to commercial strategy and customer/end-user needs
Expanded go-to-market reach through strategic partnerships and channel leverage
Developed M&A Strategy; sourced, negotiated, led diligence, and integrated acquisition of largest competitor (DUCO Technologies)
Diversified customer base, reducing top-customer concentration from 44% to under 10%
Developed multi-tier distributor and manufacturing rep strategy; securing east and west cost coverage within 60 days of Business Compliance launch
Strengthened factory-direct manufacturing and supply-chain control to improve scalability and margin profile
Established KPI-driven operating cadence and accountability across functions
Applied automation/AI tools to improve commercial responsiveness and internal execution efficiency
Upgraded leadership bench and strengthened quality governance with Asian suppliers
Measurable Outcomes:
2X revenue and EBITDA growth during tenure
New strategy-generated products represented 29% of revenue in 2017, increasing to 35% by 2019
Health Screener SaaS product generated 8% of 2020 revenue at >60% gross margin, with 99% and 92% 2nd and 3rd year license renewals
DUCO acquisition contributed 28% and 29% incremental revenue in fiscal years 2018 and 2019
Reduced in-field failure rate from 0.5% to <0.02%
Reduced month-end inventory variance from 37% to under 2%
Freed up 25% of manufacturing space through value stream mapping
Reduced cost of quality by $300K in year one
Received U.S. Patent 11,776,082 - Health & Safety Compliance System (October 3, 2023)
Navigated COVID-driven retail contraction and executed a strategic divestiture to preserve enterprise value amid severe point-of-purchase display industry disruption
Davlyn Group
Executive Vice President & Turnaround Leader
Norfab-Amatex (PA & Mexico) and Darco Southern (VA)
Situation:
A private equity sponsor recruited me to stabilize and turn around the underperforming Norfab-Amatex divisions. Within three months, I was promoted and given additional responsibility to lead the turnaround and develop the go-forward strategy for Darco Southern, expanding my scope across the platform.
Actions Taken:
Led comprehensive financial and operational assessment
Performed a cultural audit to benchmark current culture vs. desired culture, identifying gaps in behaviors, accountability, and decision-making
Developed five consolidation/divestiture scenarios for Board review
Executed Lean and production scheduling initiatives
Conducted full BOM validation and inventory audit
Launched Internal Kanban for inventory reduction
Launched external Kanban programs with four largest customers to increase market share
Built technology roadmap and focused engineering on high-margin products
Initiated plant consolidation (45,000 sq ft footprint reduction)
Measurable Outcomes:
+$1.8M cash generated via inventory and AR reduction
+12.6% increase in core revenue
+3.6% gross margin improvement
$670K cost takeout initiatives executed
$350K fixed cost reduction + $330K labor savings
26.8% inventory reduction ($1.1M)
+40.4% in revenue per employee
+35% weaving throughput
41% reduction in Repairs and Maintenance expense
Led formal sale process with investment bank
Portadam, Inc
Chief Executive Officer | Board Member
Private Equity-Backed | Niche Industrial Equipment Platform
Situation:
Invited by the private equity sponsor to identify and lead its next platform investment following the sale of a prior portfolio company. After reviewing 40+ acquisition opportunities, I led due diligence and assumed leadership of Portadam, initially pursuing geographic expansion before identifying structural flaws in the investment thesis and repositioning the company toward higher-growth end markets.
Actions Taken:
Repositioned company from traditional construction focus to Oil & Gas shale and Flood Protection markets
Formed strategic alliances with complementary $500M+ enterprises (Rain for Rent, Glenn O. Hawbaker, Crescent Services, Hydrological Solutions)
Secured exclusive supplier agreement providing access to established Oil & Gas Master Service Agreements
Expanded manufacturing and sales operations to Atlanta, Dallas, Denver, and Carson City
Developed new product lines aligned with high-volume water retention demand
Lowered manufacturing costs by 27% through subcontracting and material agreements
Increased equipment capacity by 26% through logistics and workflow optimization
Transitioned from 24% factoring facility to traditional bank financing at 4.25%, saving >$400K annually
Secured and retained $5M mezzanine financing to fund growth initiatives
Implemented KPI governance, sales systems, logistics software, and standardized operating procedures
Led cultural shift toward formalized safety program and operational accountability
Measurable Outcomes:
4X revenue growth
4.7X EBITDA growth
Strategic partnership revenue contribution grew from 6% to 50% of total revenue (2007–2013)
Refinanced from 24% factoring to 4.25% traditional banking, saving >$400K annually
Achieved industry recognition (Anadarko Best Practices acknowledgement)
Prepared the company for sale with investment banking and the sponsor, culminating in an offer at 9.6x EBITDA
MetWeld / Tiber Industries
Chief Operating Officer | Majority Owner
Distressed Industrial Platform | Engineering Fluid Processing Systems
Situation:
Acquired majority ownership (with an investment banking partner) in a distressed industrial business and led the investment thesis to build a private equity-backed platform through add-on acquisitions and Lean operating discipline.
Actions Taken:
Reorganized distressed debt and developed comprehensive business plan to attract Private Equity capital
Secured PE investment and formed Tiber Industries as the platform entity
Identified, diligenced, and integrated acquisitions in adjacent markets:
Fuel Tech (General Aviation)
Industrial Pump & Filter (Food Processing)
Expanded into oil & gas and chemical markets via direct and manufacturer representative sales network
Led integration across three manufacturing operations with full oversight of sales, engineering, quality, and operations
Implemented Lean manufacturing across job-shop and low-volume environments
Reduced cycle times from 14 weeks to 11 weeks
Increased operating efficiency by 35% and output by 20%
Freed up 27% manufacturing floor space through process redesign
Reduced quotation lead time from 28 to 14 days (engineered products) and 14 to <7 days (near-standard solutions)
Measurable Outcomes:
Grew platform revenue from $12M to $32.6M
Successfully diversified end markets from power generation into aviation, food processing, oil & gas, and chemical sectors
Completed two liquidity events:
Sold 50% equity stake to Private Equity at recapitalization for return of capital
Sold remaining equity at platform revenue of $32.6M, generating an additional 4X return, plus 5% rollover equity in Portadam