Experience

CES Solutions

• United Kingdom
• Information Services

• Principal

  • Jul 2017 - Present



Hamon Corporation

• United States
• Environmental Services
• 1 - 100 Employee

• CEO Hamon Corporation & Executive Committee Member Hamon Group

  • Apr 2010 - Jun 2017

  P&L responsibility for the $300 million NAFTA operations of Hamon & Cie, a Belgium based global engineering, equipment supplier and construction Company serving the electric generation, industrial and oil & gas markets. In addition particpated as a member of the Executive Committee tasked with developing and implementing Hamon & Cie’s worldwide business strategy.• Joined the company during an industry downturn that had resulted in a substantial drop off in new bookings. Immediately refocused the company on new markets• Successfully divested one company while acquiring another to change the market focus from coal to natural gas • Established a clear business activity authorization matrix and risk management system resulting in more consistent project execution and financial forecasting accuracy • Grew revenues during a market downturn by expanding product lines and refocusing on aftermarket services. • Executed the largest single project in the company’s 100 plus year history. This $200 million project introduced an innovative environmental control technology in North America. The project was delivered on schedule and profit exceeded budget• Consistently exceeded EBITDA and cash flow budgets always producing the group’s top results



Foster Wheeler North America

• United States
• 1 - 100 Employee

• Chief Operating Officer

  • Oct 1994 - Apr 2011

  Foster Wheeler was a $5 billion worldwide global engineering, construction and equipment supplier to the electric generation, industrial and oil& gas markets. As Chief Operating Officer Foster Wheeler North American Power Group tasked with P&L responsibility for this $500 million subsidiary of Foster Wheeler Corporation• Implemented a robust operating system which produced outstanding results as measured in terms of increased contract profits, reduced field back charges and increased EBITDA• EBITDA consistently exceeded budget• Engineering Productivity increased over twenty five percent measured on an earned value basis from 2007 to 2008 after implementation of a metrics based operating system As Executive Vice President Sales & Commercial Operations from 2000-2006 managed the sales funnel, proposal development, cost estimation, cash flow projections and commercial terms and conditions of sale for the company’s products during a time of financial turmoil• Member of the world wide executive team that re-engineered the corporation resulting in achieving an investment grade rating three years after having an ongoing concern opinion issued• Booked more than $1.5 billion of new business• Designed and implemented a computer based customer relationship (CRM) system, which resulted in over a two hundred percent increase in face to face customer visits, while at the same time reducing the sales and marketing budget by forty percent• Exceeded sales goals by twenty five per cent in the first two years despite reports of the company’s potential financial demise