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An industrial, commercial,
industrial and retail glass producer.
Provided a President and CEO for a
subsidiary of a $ 3 billion commercial and
retail glass producer and distributor of
commercial,
industrial and retail glass.
Retained to reorganize and turnaround a key
unit with international subsidiaries. In the
first 20 months of the engagement substantially improved operating results and
was instrumental in the sale of the unit
with $100 million.
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A DME company operating in
the Mid West with annual revenues of 40
million and some 400 employees.
Managed
the turnaround process, 363 sale of company
and the liquidation of the remaining company
assets over a 14 month period. Was appointed
DIP. Engagement successfully completed in
under14 months. Earlier and as part of this
process consolidated three operating units
and the corporate office located in a
twenty-mile radius around Chicago into a
45,000 SF plant in less than four months
including locating a viable property ,
negotiating the lease at substantially lower
cost per square foot and renovating the leased building. The consolidation helped
cut annual operating expenses in the
seven-digit area.
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A US based aviation
management services company. Company
provided ground services throughout ten
counties in Latin America, the USA and
Russia. Helped to reengineer operations and
increase route and overall efficiency.
Renegotiated new debt agreements and helped
management renegotiate freight and other
contracts that increased revenue
substantially Conducted company valuation
studies and helped management determine
route profitability to support potential ACMI leases.
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An international
telecommunication public company aiming to
avoid reorganization procedures.
Assisted management to design and implement
a cash management program and creditor debt
cramming strategy under severe time
constraints. Helped the company conserve
several million dollars cash needed to
continue to operate during several months
vital to the survival of the company as a
going concern.
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An international investment
fund operating in the Baltic states.
Managed the Funds investments in the area
and its ongoing divestiture program. Funds
were invested in real estate, retail and
housing products manufacturing/distributing
companies, forestry/ wood processing
companies and free trade zones. Managed the
divesture process, staff and relations with
state officials in the area. Held seats on
the BOD of most significant companies in the
Fund.
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A MAJOR PUBLISHING COMPANY
Latin America and the EU This company
initially retained Ralco to establish and
manage currency-hedging facilities. It Later
expanded significantly the scope of
assignments to include the functions of:
Corporate Presidency/ Latin America for the
Hispano America Division, generating
revenues of approximately $200 million in
Latin America with P/L responsibility and
overall management of its 3,000 sales reps,
employees and distributors. Successfully:
Restructured the company into a profit
maker in under one year;
Combined operations through divestitures
and strategic mergers;
Closed 10 loss-making divisions and
eliminated 600 positions General Management
- Spain Interim management of the company while awaiting the Board's decision about
the future of the company. As part of the
process, operations were downsized and
re-engineered. Subsequently liquidated the
company and transferred remaining operations
to a third party national distributor.
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WORLD CLASS FOOD COMPANY
USA and EU
The company initially engaged Ralcos to
manage and turn around one of its food
processing and distribution subsidiary. The engagement was expanded to include:
Presidency- Hispanic Food and Olive
Divisions Operations in Puerto Rico,
Michigan, Florida and Spain: Retained to create a strategic plan to
reposition or sell the Hispanic Division
companies operating in U.S., Caribbean and in the European Union. Subsequently entrusted with
overall responsibility for the strategic and
day-to-day operations of the Hispanic Foods and Olive Divisions (combined sales of
approximately $250 million and 1,500 sales,
plant and support personnel).
Transformed
the group into a viable, cohesive business
unit. Key accomplishments:
Doubled sales in three years through
product innovation, new lines and creative
brand strategy
Negotiated two major union contracts at
below inflation rates
Consolidated two European olive plants,
reducing headcount by 400
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A WORLDWIDE EQUIPMENT MANUFACTURER USA and
EU A Swedish-maker of tube filling
machinery and tools equipment.
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Management- International Division
Responsible for the management and later the divestiture of all the international
operations including packaging and
pharmaceutical equipment manufacturing plants in France, Denmark, England,
Australia and Singapore plus trading/service
units in Thailand, Malaysia, Indonesia, Hong Kong and China (PRC).
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Key accomplishment
Sale of the overseas operating companies
mentioned above in under ten months and at a
profit, while continuing to provide service and growing the remaining operations until
their divestiture.
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WORLDS LARGEST FOOD CONGLOMERATE
Retained to reorganize and manage a
condiment packing and distributing
subsidiary with operations in Spain, the USA
and the EU. Ralco provided full management
services including the full time services of
a President & CEO that successfully:
Cut losses in under six months
through cost reduction programs and
manufacturing efficiencies;
Operated profitably within one year
through margin and volume improvements;
Increased US Market share 6 points
in under 2 years through diversified
marketing and ales programs;
Introduced/re-introduced the brand
in several EU countries |
