Experience

Pritchard Industries, Inc

• Group President

  • 2021 - Present

  Recruited by CEO for industry knowledge along with deep expertise in acquisition integration, process design and implementation and professional talent network shortly after company was acquired by PE owners and had conducted its own series of acquisitions. In transformational role lead nine figure P&L, direct reports and staff serving hundreds of customers across 12 states. Provide strategic direction in expanding the business through organic and inorganic growth initiatives including identifying acquisitions. Implement systems and processes to improve efficiency and productivity. Manage executive customer relationships. Build highly responsive customer centric and employee engagement culture. Elevate executive leadership team.Impact highlights... Delivered 110% of year one financial plan. Integrated two acquisitions contributing nine figures to top line. Recruited three senior industry executives to team. Instituted cross selling program resulting in several millions of dollars in new contracts.  Implemented technology platform across division.



Astar Heating & A/C, Inc.

• United States
• Consumer Services
• 1 - 100 Employee

• Board Of Directors

  • Aug 2019 - Jun 2021



Advanced Pavement Group

• United States
• Construction
• 1 - 100 Employee

• Chief Executive Officer

  • 2017 - 2021

  Brought in by PE owners based on prior success in accelerating growth of similar business to lead aggressive company expansion through organic and acquisition-based strategies. Led eight figure P&L, direct reports and staff. Created and executed vision and strategy to leverage organizational capabilities and customer bases to enhance and expand market position and brand. Drove organizational and operational integration, while strengthening internal functions and capability to support delivery of larger, more diversified services. Built high performing and highly engaged organizational culture.Impact highlights... Acquired and integrated three acquisitions, doubling size of company. Implemented customer facing technology improving repeat revenue by double digit percent. Rebranded company, reorganized sales team and structure, and implemented Salesforce.com. Standardized business practices across five entities in three states, touching thousands of customer interactions.  Led company through financial restructuring.



BrightView Landscapes

• United States
• Facilities Services
• 700 & Above Employee

• President | Chief Growth Officer

  • 2014 - 2017

  Recruited to this $2B PE-owned commercial landscape design, construction, maintenance, and snow removal services company by prior colleague based on reputation for leading high performing teams and growth strategies to transition company from family run to PE owned. With full P&L for enterprise solutions division, and as member of corporate executive team, led direct reports and team. Architected formation of 250-person growth organization focused on large complex accounts. Navigated migration of sales and customer management to long-cycle strategic selling/account management model. Designed and led competency-based recruiting strategy to create high performing three tier selling organization. Implemented Sales Force.com. and supporting systems. Instilled accountability across organization through balanced scorecard and performance management system. Impact highlights...  Grew core revenue by tens of millions of dollars. Ramped enterprise solutions revenue by millions of dollars. Increased close rate. Boosted sales resource yield. Expanded average deal size.



Aramark

• United States
• Hospitality

• President - Business & Industry Group; Member, President's Council

  • 2009 - 2014

  Promoted at this $600M division of $14B Aramark corporation based on prior success in building high performing organizations while delivering consistent P&L results to continue driving growth in facilities business and improve performance of three additional business units. With full P&L and expanded responsibility for Canadian, Mexican and Gulf of Mexico services, led direct reports and staff. Reshaped and repositioned division to compete as top tier brand and organization. Designed and executed strategies for Canadian and Mexican businesses. Recruited and developed leadership team. Created operational excellence function and implemented process-based service delivery system. Shed unprofitable businesses.Impact highlights... Delivered multi-year double digit divisional revenue growth, grew Canadian revenue, increased client retention, improved safety, won record new business with key F50 account and delivered second best growth in company.

• Executive Vice President - Business and Industry Group; Member, President's Council

  • 2005 - 2009

  Elevated and made member of senior executive company leadership team to drive growth of this relatively small but high potential business unit as part of corporate strategy to expand service offerings. With P&L of well into the hundreds of millions of dollars, led direct reports and staff, created coherent growth strategy. Initiated business development solutions organization. Created positive, engaged culture. Implemented behavior-based safety program. Implemented multiple process improvement initiatives, including LEAN, predictive maintenance, and playbooks, leading to increased focus on measurable performance.Impact highlights... Delivered annual high single-digit revenue growth, achieved top quintile Gallup employee engagement scores, improved safety rate, increased average customer retention, and delivered eight figures in annual revenue in two years for “Asset Light”, a technology-enabled, no-employee business.

• Regional Vice President

  • 2004 - 2005

  Recruited based on reputation for building high performing teams and expertise in industrial facilities services to establish the foundation of a strategy to expand company’s footprint in high potential B2B markets. Led hundred-million-dollar-plus region, first providing integrated business services to diverse client portfolio and then leveraging those relationships to expand share of spend.Impact highlights... Validated concept, turned around client attrition rates, set division on path to growth, and gained confidence and financial support of senior leadership to continue investing in the strategy.



UNICCO Service Company

• Vice President and General Manager - Industrial Services

  • 1999 - 2004

  Promoted at this $275M division of $700M diversified facility service company to reposition value proposition from pure service delivery to a consultative approach to client issues that enhanced competitive position and captured incremental revenue and share. Implemented Balance Scorecard as process to align strategy with tactics. Instilled comprehensive customer focus strategy. Recruited and developed senior management talent to meet evolving customer expectations.Impact highlights... Improved margin and increased account retention to above industry average levels.

• Corporate VP of Business Development

  • 1996 - 1999

  Transitioned from prior company after purchase by Unicco to drive growth of facility support services to all major sectors. Restructured sales organization to market/vertical orientation versus geographic. Implemented sales team approach, MH Strategic Selling and LAMP processes, sales automation and standardized estimation/costing tools.Impact highlights... Delivered multi-year double digit growth.