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Americas Premier Fly Fishing Club

A New Mountain Capital Company https://www.newmountaincapital.com/Drove 2022 topline sales 50.2% versus 2019 in a flat/declining (Pandemic induced) global foodservice equipment and repairs market.Created and distributed the industries first global repair parts private label brand. Mavrik brand distributed and sold in over 115 countries featuring double the industry warranty.Expanded EBITDA to record setting level in 2022 through organic sales and margin expansion, acquisitions and increased productivity.

Senior executive for a top privately-owned Pepsi Cola Bottler leading a division generating $445 million in revenues with 1,020 employees. Accountable for designing and implementing strategic operating plan in alignment with net income, case sales, and market share objectives with supporting capital and operating budgets – led sales & marketing, manufacturing & operation, distribution, fleet, finance, and human resource functions. Directed Executive Team performances focused on generating sales, expanding market share, net income and growing grocery, mass merchandise, club store, convenience and gas, drug, dollar, and food service client base, providing beverages to Kroger, Meijer,Wal-Mart,Giant Eagle, British Petroleum, Speedway, CVS, Walgreen’s and food service clients.• Produced 77% improvement per unit operating income – resulting in generation of #1 business Key Performance Indicators (KPIs) in U.S. responsible for driving 12 consecutive years of market share growth – creating and executing strategic operational initiatives in areas of sales,distribution, manufacturing, finance, human resources and sustainability.• Grew production efficiencies from 76% to consistent 93%+, earning highest quality/audit rating in PepsiCo system. • Through total team performance and leadership, named Pepsi’s “Bottler of the Year Finalist” (2011, 2002), rated Pepsi’s #1 service organization (2011 – 2012), • Devised strategic planning process to replace outdated budgeting protocols, reducing number of bonus-eligible objectives by 67%, mobilizing entire organization around strategic objectives by linking each function’s goal to overall goals of organization. • Reduced annual operating costs by $1.5 million via sustainability programs.• Reshaped company culture by focusing on leadership competency, trust, accountability and results while positioning company as “employer of choice” and building collaborative executive and management team supporting all employees.

Private equity owned corporate services and employee benefits firm, serving small to medium-sized clients within all industries across 22 states, with 120 employees in 8 offices generating $180 million in annual revenues.Hired to turnaround and overhaul corporate management structure, operating processes, and product lines of Professional Employee Organization (PEO) firm providing benefits, workers compensation insurance, risk and safety management, human resource, and payroll services to 10,000 employees on behalf of over 500 clients. Accountabilities included P&L and capital budgets as well as strategic planning and operational functions, with 7 direct reports including Vice Presidents of Finance, Operations, Information Technology, Client Services, Risk Management, Director of Human Resources, and National Sales Manager.• Increased gross profit per employee by more than 66% combined with 25% productivity gains by allocating company stock options to all employees, linking sales compensation and management to company goals, structuring new sales commission plan, adapting new client proposal process and profitability model, and securing new enterprise software system to run business and process transactions. • Reduced operating costs by $1.2 million, restructuring and re-positioning numerous functions within firm, hiring new Executive Management Team to stabilize business, creating and launching new go-to-market strategies to serve customers directly, business analytic tools, and compensation system.

Coordinated strategic development and growth of U.S. and Canadian operation with $800 million in annual sales, charged with formulating and implementing 3-year strategy to increase sales – of packaged goods and fountain sales, profitability, market share, market penetration, capital allocations, and channel development activities – deployed $1.1 billion in marketing equipment capital plan, equipment service and sales staff in service of Pizza Hut, KFC, Taco Bell, Marriott, Subway,schools and other Pepsi Bottler foodservice customers.• Strategy implemented exceeded earnings goal by 46% and new business benchmarks by 32%, coordinated process reductions and eliminated barriers to business expansion while incorporating a disciplined pricing plan in markets across the country.• Devised and activated plan to hire and train 160 new sales personnel and 500 Service Technicians across North America to build sales volume, market share, profits, and retain customers, supported by new sales training programs and revised sales functions and operations. Introduced profit models to sales force incorporating all product lines and delivery systems, expanding “go to” market strategies and packages.