Years of hands-on experience at a multi-location remanufacturer and distributor, leading Strategic Planning sessions
I’ll support you and your team through implementation, metrics, and communication, leading to successful results. Growth can be achieved organically and through strategic acquisitions.
Experience of Sales & Remanufacturing Growth + Strategic Planning.
Strategic Planning - Sales Growth - Established long term strategy and implementation plans to grow organization into a nationwide Trucking and Off Highway drivetrain distributor and remanufacturer, expanding from a one location operation in 1985 to a 25 location operation (including 7 remanufacturing sites) in 2021. The Company's revenue grew to $66 million annually during this period through product and geographical expansion, Greenfield start-ups, acquisitions and customer category expansion to serve both the retail and wholesale markets of the Trucking and Off Highway drivetrain markets.
Strategic Planning for Growth through Acquisition
An Acquisition does not have to be an intimidating or scary thought, but with proper advance planning for selection criteria, due diligence and implementation, it can flow systematically into your current operations.
Steps to a Successful Acquisition –As part of your Strategic Planning, identify needs of the firm that are currently not filled internally.
Negotiated, closed and led the implementation team through 6 separate acquisitions
I’ll support you and your team through implementation, metrics, and communication, leading to successful results. Growth can be achieved organically and through strategic acquisitions.
Experience of Sales & Remanufacturing Growth + Strategic Planning.
Strategic Planning - Sales Growth - Established long term strategy and implementation plans to grow organization into a nationwide Trucking and Off Highway drivetrain distributor and remanufacturer, expanding from a one location operation in 1985 to a 25 location operation (including 7 remanufacturing sites) in 2021. The Company's revenue grew to $66 million annually during this period through product and geographical expansion, Greenfield start-ups, acquisitions and customer category expansion to serve both the retail and wholesale markets of the Trucking and Off Highway drivetrain markets.
- Brick & Mortar Location Greenfield Selection, Setup and Operation - Brick and Mortar Branch Operations up and down the East Coast, along with strategically placed usage of 3rd Party Warehouse Facilities (3PL’s) around the country, established to serve the retail market and distribute to Wholesale customers
- Multi-Faceted Distribution Model - Distribution Model featuring company owned trucks, 3rd party dedicated interbranch overnight delivery service, and use of outside motor freight to support 24 hour product commitment to customers
- Dashboards, Metrics – Analysis by all Business Segments (Product Type, Service Type, Location, Sales Person) as well as Ongoing improvements in the remanufacturing of transmissions and differentials (units) leading to efficiency improvements of over 25% through the implementation of Lean manufacturing, Kaizen events and BIQ leading to current day of over 20,000 units remanufactured annually. Metrics established, analyzed and shared with management as to Material cost per unit total cost per unit, direct labor hours per unit and variances vs prior and budget. Comparison to Prior Period, Budget, Industry. Communicate and Educate management and employees to drive improvement
- Quality and Safety focus – Warranty metrics measured as to quantity % of sales, $ % of sales, customer vs production at fault, units days “in the field”, dynamometer yield and days to resolution, all focused on improving the Customers’ Experience
Strategic Planning for Growth through Acquisition
An Acquisition does not have to be an intimidating or scary thought, but with proper advance planning for selection criteria, due diligence and implementation, it can flow systematically into your current operations.
Steps to a Successful Acquisition –As part of your Strategic Planning, identify needs of the firm that are currently not filled internally.
- Product knowledge, production skillset, geographical area to sell your products or services, intellectual property, vertical integration
- Network to make connections, industry associations, ask employees, direct contact to owners of competitors, vendors, customers. Consider discussing with a merger and acquisition advisory firm
- Connect with Owner of acquisition candidate and work out framework of transaction leading to a Letter of Intent (LOI), due diligence and then agreement
- Concurrent to agreement, establish an integration team and detailed plan and timeline as to IT, HR, Accounting, Operations, etc.
Negotiated, closed and led the implementation team through 6 separate acquisitions
- One was focused on obtaining access to parts through and original equipment supplier
- Two were driven by geographical expansion as we acquired an existing truck parts operation in a desirable area to complement our branch footprint
- Two provided us production skills that enabled us to expand our drivetrain production remanufacturing offering
- One in 2015, combined a purchase agreement of inventory, an assumption of a lease and employees to perform remanufacturing in the Midwest (production geographical expansion) and a long term customer supply agreement that has successfully been extended through 2028
