Daniel Fuhrman

Interim CEO, CFO, Turnaround

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Mr. Fuhrman has an outstanding track record building businesses, creating growth and unprecedented shareholder value. Mr. Fuhrman provides executive leadership for owners, investors, and management as an interim CEO or corporate development executive. He has implemented growth strategies, business transformations, and post-acquisition organizational integrations. Mr. Fuhrman is accomplished at driving revenue and profit growth through international business expansion, new channel partners, and new product commercialization to achieve new levels of success. He has successfully created high-performing teams and has blended disparate organizational cultures. Mr. Fuhrman is an energized and highly-motivational executive leader.

Mr. Fuhrman has also functioned as an investor and owner-operator, leading numerous buyouts and turnarounds of specialty manufacturing companies, generating outstanding returns.

Previously, Mr. Fuhrman was Vice President of Strategic Planning at MascoTech, Inc., a $2 billion publicly-traded diversified industrial company, where he completed numerous acquisitions, joint ventures, and technology licensing transactions with a focus on global expansion and international growth. He also performed corporate and business unit strategic planning and post-acquisition integration.

Earlier in his career, Mr. Fuhrman was a Vice President and Partner of LEK Consulting, where he advised on strategy and M&A projects with a focus on specialty manufacturing, distribution, medical products, and health care. Prior to LEK, Mr. Fuhrman was a consultant and manager at Bain & Company.


Company Stage Focus: Startup, Public, Bankruptcy, Family Owned, Fortune 1000, Fortune 500, Turnaround/Distressed, Private, Private Equity Backed

Interim CEO, Geometric Results, Inc.

A contingent labor services business with an MSP division acquired a competitor MSP in a complex carve-out transaction. The objectives was to merge and integrate two similarly sized operations into a newly formed independent subsidiary. The acquired business did not include a salesforce or a back office. The urgent need was to combine two dramatically different cultures and re-start growth while retaining customers and key employees.

Interim Corporate Development Officer, MSX International, Inc.

MSX had an unparalleled position in the global automotive retail services industry with operations in over 50 countries. However, it had a weak position in the most important growth markets – Brazil, India, and China, and it had dismantled its new solutions R&D. The objectives were: a.) Complete a bolt-on acquisition in a growth market, retain key employees, and integrate the solutions and operations, and b.) Create partnerships to gain access to new technology-enabled solutions. Historically, MSX had a dismal track record with acquisitions. Plus, it had a weak corporate staff, having jettisoned key resources to survive the great recession.

Interim CEO, Bitzer Products Company

The family owners of Bitzer Products Company were ready to retire and needed to prepare the company for sale. While the company boasted an outstanding technical manufacturing capability and top-level quality ratings, it had failed to grow over the prior five years. To enhance enterpise value, the owners needed to showcase a strong sales pipeline and growth prospects while not disrupting profit margins through lower pricing or higher costs. Meanwhile, China was now competing in the ultra-high precision manufacturing industry and excess capacity was creating downward pressure on pricing.

Interim CFO, General Sports Venue, Inc.

This start-up provided design, engineering, manufacturing, and installation of athletic synthetic turf fields. The business model required significant financing capability with work-in-process capital requirements of approx. $1 million per project. In addition, projects with local municipalities required performance bonding. The objective was to implement financial systems and proper capital funding to support the commercial strategy of quickly gaining market share against the market leader, FieldTurf.


• Founded a synthetic athletic turf company, grew it to $45 million in 5 years and exited successfully.
• Acquired a precision manufacturing company and grew it 29% in 18 months.
• Turned around a specialty manufacturing company and doubled revenue in 3 years.
• Through multiple acquisitions, helped globalize a $2 billion NYSE company and exited at a 40% valuation premium.
• Led an acquisition of a talent management company in Brazil resulting in immediate EPS accretion.


• MSX International, Inc. Advisory Board, $500 million Automotive Retail Services Company
• General Sports Venue, Inc., $45 million Design-Build Athletic Turf Company


• MBA, MIT Sloan School of Management
• B.S. Industrial Engineering, Wayne State University

Years Executive Experience: (15)
Years as an Interim Exec: (8)
Company Size: ($20.1M-$10B)

• Board Advisory
• Turnaround: Crisis Management, Bankruptcy
• Mergers & Acquisitions
• Building a management team
• Corporate Negotiation
• Corporate Development
• Business Valuation
• Joint ventures
• International Business
• Fundraising
• Debt and Refinancing
• Corporate Finance
• Client Relations Management
• Partner Programs
• Pricing Strategies
• Company Sale
• Acquisition Integration
• Brand Management
• B2B Marketing
• Global Expansion
• Market Strategy
• Staff Augmentation
• Team Development
• Outsourcing
• Planning/Modeling/Execution

• Human Capital
• Automotive
• BPO/Business Services
• Retail Services
• Construction and Engineering
• International Business Development
• Investment Banking
• Mergers and Acquisitions
• Manufacturing
• Medical Products/Life Sciences
• Management Consulting