• Operating in a highly leveraged metal finishing industry roll-up, the larger business unit (2/3 of turnover) got into serious problems that threatened to tank the whole investment. And the economy was slowing. It became necessary for my business to generate enough cash to keep the business going.I implemented a turnaround strategy that reduced operating costs, rationalized operations and customer base, tightly managed working capital, exceeded sales and EBITDA targets by 20+%. The business was successfully sold and is profitable today.


  • The other, a fabricator, grew business and operating profits by 20+%.  Also successfully sold and operating today.
In both of these challenges, not only did I know where and why every nickel was spent, when that nickel was coming in and where it was going every day, I also had to aggressively and profitably grow the top line.


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