David Coolidge
Advisor at CarMagic- Claim this Profile
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Bio
Rob Darrow
Good to Great describes two sides of level 5 leadership, professional will and personal humility. David exemplifies these capabilities. After a decade of working around, and eventually for David, I have been in awe of his ability to remain humble while leading the charge in organizations large and small. David is the first to give out credit to his team when things are going well and takes personal responsibility when things take a turn. David is an expert negotiator. Both in the classic sense of sitting at the table for potential acquisitions, and internally gaining buy-in and consensus among the leaders on a given issue. He does not do this by charisma or coercion. He spends the time necessary to prepare, understand both sides interests in depth, and knows his alternatives if agreements cannot be reached. Throughout his impressive career at global prestige firms, like Bosch, and smaller private equity owned firms, hes made the tough decisions others were unable to pull the trigger on. Many times this has resulted in tensions raising, which David is able to handle with poise and determination to see it through. According to the research, in order for a company to breakthrough good and become great a level 5 leader at the helm is where to start. So if you're looking to outperform your industry for the long-term, David is one of those rare leaders you will need!
Rob Darrow
Good to Great describes two sides of level 5 leadership, professional will and personal humility. David exemplifies these capabilities. After a decade of working around, and eventually for David, I have been in awe of his ability to remain humble while leading the charge in organizations large and small. David is the first to give out credit to his team when things are going well and takes personal responsibility when things take a turn. David is an expert negotiator. Both in the classic sense of sitting at the table for potential acquisitions, and internally gaining buy-in and consensus among the leaders on a given issue. He does not do this by charisma or coercion. He spends the time necessary to prepare, understand both sides interests in depth, and knows his alternatives if agreements cannot be reached. Throughout his impressive career at global prestige firms, like Bosch, and smaller private equity owned firms, hes made the tough decisions others were unable to pull the trigger on. Many times this has resulted in tensions raising, which David is able to handle with poise and determination to see it through. According to the research, in order for a company to breakthrough good and become great a level 5 leader at the helm is where to start. So if you're looking to outperform your industry for the long-term, David is one of those rare leaders you will need!
Rob Darrow
Good to Great describes two sides of level 5 leadership, professional will and personal humility. David exemplifies these capabilities. After a decade of working around, and eventually for David, I have been in awe of his ability to remain humble while leading the charge in organizations large and small. David is the first to give out credit to his team when things are going well and takes personal responsibility when things take a turn. David is an expert negotiator. Both in the classic sense of sitting at the table for potential acquisitions, and internally gaining buy-in and consensus among the leaders on a given issue. He does not do this by charisma or coercion. He spends the time necessary to prepare, understand both sides interests in depth, and knows his alternatives if agreements cannot be reached. Throughout his impressive career at global prestige firms, like Bosch, and smaller private equity owned firms, hes made the tough decisions others were unable to pull the trigger on. Many times this has resulted in tensions raising, which David is able to handle with poise and determination to see it through. According to the research, in order for a company to breakthrough good and become great a level 5 leader at the helm is where to start. So if you're looking to outperform your industry for the long-term, David is one of those rare leaders you will need!
Rob Darrow
Good to Great describes two sides of level 5 leadership, professional will and personal humility. David exemplifies these capabilities. After a decade of working around, and eventually for David, I have been in awe of his ability to remain humble while leading the charge in organizations large and small. David is the first to give out credit to his team when things are going well and takes personal responsibility when things take a turn. David is an expert negotiator. Both in the classic sense of sitting at the table for potential acquisitions, and internally gaining buy-in and consensus among the leaders on a given issue. He does not do this by charisma or coercion. He spends the time necessary to prepare, understand both sides interests in depth, and knows his alternatives if agreements cannot be reached. Throughout his impressive career at global prestige firms, like Bosch, and smaller private equity owned firms, hes made the tough decisions others were unable to pull the trigger on. Many times this has resulted in tensions raising, which David is able to handle with poise and determination to see it through. According to the research, in order for a company to breakthrough good and become great a level 5 leader at the helm is where to start. So if you're looking to outperform your industry for the long-term, David is one of those rare leaders you will need!
Experience
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CarMagic
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United States
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Software Development
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1 - 100 Employee
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Advisor
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Aug 2022 - Present
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Coolidge Consulting LLC
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Greater Chicago Area
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Chief Executive Officer
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Feb 2019 - Present
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Nivel Parts and Manufacturing
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United States
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Motor Vehicle Manufacturing
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100 - 200 Employee
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President and Chief Executive Officer
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Feb 2016 - Jun 2018
Provided strategic direction and P&L operational leadership, reporting to Board of Directors of this market leader in aftermarket parts and accessories for specialty vehicles (e.g., golf cars) and off-highway heavy-duty powertrain components. Implemented results-oriented culture and metrics-based management system. Significantly improved operations of this PE-backed business. Provided strategic direction and P&L operational leadership, reporting to Board of Directors of this market leader in aftermarket parts and accessories for specialty vehicles (e.g., golf cars) and off-highway heavy-duty powertrain components. Implemented results-oriented culture and metrics-based management system. Significantly improved operations of this PE-backed business.
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Gearbox Holdings, Inc.
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Oakbrook Terrace, IL
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CEO
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2012 - 2015
Provided strategic direction and P&L operational leadership for Gearbox Holdings, Inc. and MPI, LLC (a sister portfolio company divested by Monomoy Capital Partners in 2014). Reported to the Chairman of the Board. Also served on the Board of Directors of Holley Performance Products, a Monomoy sister portfolio company. Provided strategic direction and P&L operational leadership for Gearbox Holdings, Inc. and MPI, LLC (a sister portfolio company divested by Monomoy Capital Partners in 2014). Reported to the Chairman of the Board. Also served on the Board of Directors of Holley Performance Products, a Monomoy sister portfolio company.
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Holley
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United States
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Motor Vehicle Parts Manufacturing
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300 - 400 Employee
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Independent Director
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2012 - 2013
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MEMA. The Vehicle Suppliers Association
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United States
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Motor Vehicle Manufacturing
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1 - 100 Employee
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Board Member
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2010 - 2012
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Bosch Australia & New Zealand
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Australia
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Industrial Machinery Manufacturing
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300 - 400 Employee
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Executive Vice President, Americas, Global Automotive Aftermarket Division
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2009 - 2012
One of four global division board members providing overall strategic direction for the $6 billion, 14,000-employee automotive aftermarket business. Provided global strategy and P&L operational leadership for the $1.8 billion, 3,500-employee Americas aftermarket parts and systems business. Since 2009, also responsible for the $900 million global braking components business. Reported to both the Chairman, President and CEO Bosch Americas, and the President, Global Automotive Aftermarket Division. Show less
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Chairman, Robert Bosch, Inc. Canada
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2003 - 2012
Provided governance and operational oversight for business divisions representing approximately $800 million ($Can) and 500 employees. Reported to the Chairman, President and CEO Bosch Americas.
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EVP N. America, Global Auto Aftermarket Div. and President, N. American Auto Aftermarket Div.
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2005 - 2009
Held dual role P&L responsibility for leadership of the $800 million North America Automotive Aftermarket business and $5 billion Global Automotive Aftermarket business. Reported to both the Chairman, President and CEO Bosch Americas, and the President, Global Automotive Aftermarket Division.
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Vice President, Sales and Supply Chain Management, N. American Automotive Aftermarket Division
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2004 - 2005
Responsible for $200 million in sales to the North American Traditional IAM channel, the 1,700-outlet Bosch Service Network and division-wide Supply Chain operations and Information Technology.
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Vice President, Finance and Administration, N. American Automotive Aftermarket Division
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2001 - 2004
Responsible for Controlling and Accounting, HR, Supply Chain management, IT/e-Commerce, Credit and Collection, and continuous improvement functions. Member of 4-person division Executive Committee.
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Founding Board Member
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2009 - 2012
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Board Member
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2008 - 2012
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MEMA Aftermarket Suppliers
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United States
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Motor Vehicle Manufacturing
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1 - 100 Employee
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Chairman Of The Board
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2006 - 2012
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Director, Controlling, North American Automotive Original Equipment Division
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1998 - 2000
Led a 35-person team responsible for controlling, general accounting, planning and analysis for this $6 billion division comprised of 10 manufacturing sites. Reported to the EVP Finance and Administration, and coordinated extensively with 8 global division headquarter counterparts.
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Director, Corporate Planning and Controlling, Bosch Group
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1997 - 1998
Selected for expatriate assignment assisting the planning and controlling team at the Bosch Group’s World Headquarters in Stuttgart, Germany. Led M&A projects, analyzed business plans, and prepared strategic financial analyses. Had regular, daily exposure with Bosch Board Members.
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Director, Plant Controlling, North American Automotive Original Equipment Division
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1994 - 1997
Built an effective 12-person function responsible for this diverse, $900 million, 2,000-employee, 26-product family manufacturing site in Anderson, SC. Reported to the VP Plant Commercial. Concurrently served as Commercial member of a 4-person NA Oxygen Sensor Product team reporting to division Board and accountable for detailed strategic direction and full P&L responsibility for this highly profitable $350 million business.
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Accounting Supervisor, U.S. Automotive Aftermarket Division
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1993 - 1994
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Senior Financial Analyst, Corporate Planning and Controlling, Robert Bosch LLC
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1992 - 1993
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Financial Analyst, Corporate Planning and Controlling, Robert Bosch LLC
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1989 - 1992
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Bosch Group
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Broadview, IL
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Coop/Intern, Corporate Planning and Controlling, Robert Bosch LLC
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Jan 1988 - Jun 1988
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Education
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1983 - 1987
DePauw University
BA, Economics -
1991 - 1994
DePaul Driehaus College of Business
MS, Accountancy -
1987 - 1989
University of Illinois Chicago
MBA, Finance and Marketing
Community
