Interim Executive Director (CEO) 3+ months – $3M operating budget and $10M assets

• Implemented Management Accountability and Employee Engagement system to solve problems and have employees participate in management decisions which resulted in rapid improvement in morale and increased productivity.
• Restructured Admissions and Patient Technician departments resulting in increased census and improved patient care.
• Secured funding to replace all computer hardware and software for a medical records system.
• Established with the Board the need for cost accounting in a non- profit and presented them with pros, cons and methodology of three possible pathways for the future: 1) downsize, 2) properly invest in growth or 3) sell. They chose to invest in growth.
• Generated a savings of $35,000 after reviewing existing consultant contracts.

Interim CEO 6 months – 150 employee, $10M privately held commercial landscaping firm

Originally recruited by a client and owner of the business to turnaround one division and improve overall profitability for Company to be sold. Company was successfully sold to a national firm.
• Reduced overhead by $400,000
• Increased sales in core business by 15%
• Implemented a management accountability system
• Hired key management positions
• Reduced owner dependency

Interim CEO and turnaround 14 months – $50M contract furniture and office supplies company

• Implemented major restructure, split company into two divisions and sold the office supplies division. Sold Office Supplied division for $10 M and negotiated with buyer to allow sales force to continue the split for 3 years.
• Replaced all sales managers and implemented a sales program enabling us to forecast potential salesperson failure without waiting for long term results.
• Implemented “Critical Path Timeline based operations.
• Analyzed existing contracts and determined that the company was losing money on its multi-million dollar contract with T. Rowe Price and others.
• Solicited and received one million dollar offer for 100,000 square foot headquarters building located in the ghetto . Ownership refused deal. Recommended termination of their long time controller (glorified bookkeeper). Ownership refused . Advised ownership that this was an untenable situation and they would go out of business. It was only a matter of when, not if. I left and they remodeled headquarters building, kept the controller and went chapter 7.

Interim CEO 4 months – $2M family import company with national sales force

Was hired as interim CEO to maintain an “almost perfect operation” and to develop and implement a growth plan. Company controller was a family member who was really an inexperienced bookkeeper. From what I could see the “ almost perfect company” was in need of a turnaround.
• Brought in controller to get “the number”, when discovered financials were in disarray
• Acted as sales manager for an inexperienced sales force. We increased sales by 12% within 4 months.
• Implemented a new purchasing and follow up system.
• Flew to Poona, India to meet with major suppliers.
• Revamped customer service and brought in a professional warehouse and receiving manager.
• In the end, “the number” was insurmountable for the financing available. I took the owners to a bankruptcy attorney.

Interim CEO turnaround ( fraud recovery) 15 months – $3M offset printing company

• Increased sales by 27% and reduced debt. Restored financial integrity.
• Established key accounts such as Marriott Corporation, Bureau of National Affairs and Campbell Ginn Advertising.
• After fraud recovery we presented plan to take company in a new and progressive direction (digital printing). Owners did not want to finance the new equipment acquisition. Sold the company.