BUSINESS DEVELOPMENT • REVENUE GROWTH • TERRITORY & PIPELINE MANAGEMENT

Strategic Leadership that Delivers Global Growth and Innovation

Turnaround Specialist excels at crafting operational infrastructure, managing comprehensive P&L, and orchestrating strategic expansions while nurturing a robust growth-oriented culture.

800%

Revenue Growth Through Capacity Building

150%

Market Share Expansion

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About Gary

Proven Track Record

Business Leader with extensive experience driving growth, operational excellence, and strategic expansion for diverse global organizations, including Fortune 500 companies.

Demonstrated expertise in increasing operational capacity and expanding to new markets through M&A strategies, partnership building, and comprehensive growth planning. Looking for a challenging Business Leader role.

Core Skills

Operational Oversight
Organizational Design
Sales Strategy & Management
Change Management
Mergers & Acquisitions (M&A) Strategy
Risk Management

Case Studies

Situation

Started developing the Chinese market and secured contracts from the PRC government for equipment to the world's largest coal port. The PRC required a manufacturing plant be built next to the port after we reached $20M in equipment sold.

Task/Activity

Penetrated a new market not knowing the language, the culture, or having a network.
Developed a network of information seekers and participated in industry trade shows and events.
Published papers in Chinese as a global expert on coal processing and purification and made governmental connections, including Chinese Minister of Coal and technical liaison.

Results

Massive growth in the world's largest market, including striking a deal with the Chinese government as a partner of the CCP and the sole provider of purification to the CNCCIEC.

This is a perfect example of a small, internationally minded company committing to growing an international market with limited resources and entrepreneurial grit.

Situation

Founded a special services company in 2019, facing a pandemic and economic shutdown in its infancy.

Task/Activity

Remained nimble by modifying business plan to adjust to state of an unpredictable economy.
Gained additional funding to support business development after meeting necessities.

Results

Grew business to $3.5M in revenue in year 3, representing over 800% revenue growth.

Situation

As Managing Director entering a division that has been losing money for three years, my focus was to retool the sales team, revamp operations, expand markets, and improve EBITDA.

Task/Activity

Increased operational costs, legacy equipment, labor shortages, and mis-management of existing customer base were all contributing to the loses experienced by the business. To address these issues, we implemented sales and marketing performance guidelines. Assessment continued and included review of equipment ages and operational / maintenance costs over TTM and then past three FY. Thus, identifying the need for new equipment by sourcing used, locally available equipment and increased production efficiency and reduced repair costs. After determining that our existing facility needed to be changed and updated to prepare us for future growth, we leased a new 200,000 sq ft facility with an option for an additional 50,000 sq ft and additional shipping docks in Y2.

Results

Sales personnel were engaged and pushed to grow business organically through existing customer referrals, performance was monitored and various sales campaigns / competitions were created. Revenue increased more than ever.

Situation

Integrated a $150M acquisition into the ITW stable of companies. Assessed the value of the target Hartness International, leading to recommendation of purchase. My focus was to integrate the business.

Task/Activity

The company's business units were not aligned properly, had the right leadership, or had the right operational parameters to be successful in the ITW framework. Realignment was needed, fat needed to be cut, and the separate operating divisions needed to communicate better with one another.

Created task forces responsible for the various components of the businesses and selected champions in each group to be responsible for the implementation of ITW policies, procedures, and standards.
Partnered key ITW leadership personnel to partner with the team champions to ensure that the business was organized as required.

Results

After eliminated three underperforming business segments, we sold them off within 18 months of the transaction. The remaining four business segments were optimized and brought into the ITW operating system as a part of the new entity ITW Hartness. The following year Operating Profit was increased by 85% and EBITDA was up over 52%. ROIC for the company after 24 months was 29%.

"[Gary is] early to spot trends as well as issues and quick to formulate an action plan."

"[Gary] was always a step ahead in anything he managed... Organized and proficient, there is no doubt he is an asset to any organization he works with."

Michael Burns

Helio-Pack

"Gary is the epitome of a strategic sales leader—driven, innovative, and genuinely committed to delivering results. During our time working together at KHS USA, Inc., Gary demonstrated a unique ability to blend big-picture thinking with a meticulous attention to detail. He excels at identifying untapped market opportunities, crafting winning strategies, and inspiring his team to execute them flawlessly. Gary’s leadership style fosters collaboration, accountability, and trust, creating a culture where excellence thrives."

Robert "Bob" Green

KHS USA, Inc.

"I've known Gary for many years, and he's always been a role model for his determination, trustworthiness, and knowledge. Gary's courage for trying new, challenging, or risky things is based on his love of the learning process. It is a testament to his courage in venturing into something different, innovative, and truly original."