Value Creation

I create and execute the business strategy that transforms PE-backed portfolio companies, repositioning them for durable growth through technology extensions, adjacent-market entries, and a disciplined product and technology roadmap. Day-one value creation follows through accelerated revenue, expanded EBITDA and cash flow, and high-performing leadership teams. The objective is measurable performance improvement, stronger competitive positioning, and sustainable exit-ready growth.

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 | 10.3% Working Capital Reduction | Sale Preparation

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 reposition a PE-backed electronic hardware supplier losing share to China-direct competitors. I developed and executed a new business strategy to diversify beyond project-based revenue, build the technology roadmap and M&A strategy, and transform DDS from an electronic component provider into a vertically integrated hardware and SaaS technology company.

Actions Taken:

Developed and executed a new foundational business strategy and multi-year technology roadmap
Led the 2019 recapitalization that transitioned ownership from KLH Capital
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 coast 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
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, with two locations in Norristown, Pennsylvania and a third in Juarez, Mexico. Within three months, I was promoted and given additional responsibility to lead the turnaround of the Darco division in Independence, Virginia and develop the go-forward strategy, expanding my scope across the platform. I led the Norfab-Amatex sale process.

Actions Taken:

Led a comprehensive financial, operational, and cultural assessment across both divisions, then developed and presented five consolidation and divestiture scenarios to the Board, recommending divestiture of Norfab-Amatex and consolidation of Darco
Performed a cultural audit to benchmark current culture vs. desired culture, identifying gaps in behaviors, accountability, and decision-making
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 to focus engineering and sales team on high-margin, high-dollar development opportunities, developing two new products that generated 5.5% of revenue in the first 12 months of introduction
Initiated plant consolidation (45,000 sq ft footprint reduction)
Led formal sale process of Norfab division with investment bank

Measurable Outcomes:

10.3% working capital reduction driven by a 26.8% inventory reduction and a 29.5% AR reduction
12.6% increase in core revenue, while protecting a 9.4% market share gain through Kanban programs with the four largest customers
3.6% gross margin improvement
Cut fixed costs by 45.5%
40.4% increase in revenue per employee
35% increase in weaving throughput
45.7% reduction in Repairs and Maintenance expense
Reduced manufacturing footprint by 27.3% through plant consolidations in Juarez and Norristown.

Portadam, Inc

Chief Executive Officer | Board Member
Private Equity-Backed | Niche Industrial Equipment Platform

Situation:

Recruited by the private equity sponsor following the MetWeld/Tiber liquidity event to identify, diligence, and lead its next platform investment. After reviewing 40+ acquisition opportunities, I led due diligence and assumed leadership of Portadam. I developed and executed the business strategy to reposition Portadam from a construction equipment rental business into flood protection and oil and gas through technology reengineering and strategic alliances, then prepared the company for exit.

Actions Taken:

Helped lead acquisition of Portadam at 4.6x EBITDA
Repositioned the company from construction into flood protection and oil and gas by reengineering existing technology for each new market
Built strategic alliances with Rain for Rent, Hydrological Solutions, Glenn O. Hawbaker, and Crescent Services to scale the new markets
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
Reduced manufacturing costs by 27% through subcontracting and material agreements
Increased equipment capacity by 26% through logistics and workflow optimization
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)
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 | Board Member
Distressed Industrial Platform | Engineering Fluid Processing Systems

Situation:

Acquired majority ownership of a distressed industrial fluid systems business with an investment banking partner, reorganized debt, developed the business plan, and secured private equity backing to form Tiber Industries, an engineered fluid systems platform serving power generation, oil and gas, and chemical markets.

Actions Taken:

Led the turnaround of a distressed industrial fluid systems business over 18 months
Reorganized distressed debt and developed comprehensive business plan to attract Private Equity capital
Secured PE investment and formed Tiber Industries as the platform entity
Sourced, conducted due diligence, and integrated two complementary bolt-on acquisitions to build Tiber Industries platform:
- Fuel Tech (General Aviation)
- Industrial Pump & Filter (Food Processing)
Expanded into oil & gas and chemical markets via direct and manufacturer representative sales network
Directed integration of three manufacturing operations with oversight of sales, customer service, maintenance, quality assurance, and engineering
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:

Successfully diversified end markets from power generation into aviation, food processing, oil and gas, and chemical sectors
Executed a two-step private equity liquidity events:
- Initial recapitalization with sale of 50% equity stake for return of capital
- Final exit at 4X return, plus 5% rollover equity in Portadam