Twenty five years of P&L ownership from $80M to $700M across steel mill services, oilfield services, and industrial field operations, running as many as 18 sites across 8 states with 800 employees. At my best in private equity backed businesses where operating performance has fallen behind what was promised to customers and lenders.
Operating performance falls behind what was promised to customers and lenders. Closing that gap is the whole job.
Contracts underwritten to a margin the sites cannot hit. Backlog past the point where the customer stops calling and starts charging. A cost structure sized for a footprint that no longer earns. The fix is never one lever, and it is never fast if the bench is wrong.
People · Process · Equipment · Training
Private equity backed steel mill services. 18 sites across 8 states, 800 employees, a $40M annual capital budget, and a balance sheet that had run out of room. Entry state on the left, exit state on the right. Select any line for what moved it.
Every figure is an endpoint taken from the record, not a modeled path. Choose a row for the operating decision behind it.
Three recoveries across three employers, each measured against peers running the same market at the same time.
Held margin while every other US Land region gave ground, then pivoted to commercial leadership in 2016, winning three new frac customers and generating $250M in incremental revenue.
Four regions went into 2020. One came out of it earning, on internal reporting. Then re-entered the dormant Rocky Mountain basin, from under $2M in 2021 to a $50M monthly run rate in 2022.
Contracts underwritten below cost, penalties running at $5.4M a year, and a footprint too wide to fund. Filed, restructured, and emerged in nine months, then doubled earnings and carried the business to a completed sale.
The last role carried operations, commercial, safety, human resources, and training together, with no separate chief operating officer in the company.
Field operations to regional P&L to head of North American operations, in businesses where the work is heavy, the risk is real, and the customer is a mill or a well site.
Recruited to the executive team to turn around a failing sponsor owned business. Took it through Chapter 11 and out in nine months, doubled EBITDA after emergence, rewrote the contract book to underwriting margin, and carried the company to a completed sale.
Owned a $700M P&L across 7 sites, 7 states, and 3 product lines. Grew the region from 7 to 11 frac fleets, lifting revenue 78 percent, and integrated 5 cementing sites and 75 people after the C&J merger.
Ran a $600M US Land region through the 2015 price collapse and delivered the highest EBIT of any US Land region, then generated $250M in incremental revenue after moving to commercial leadership.
Owned a $400M multi product P&L and raised rig share 22 percent by bundling 12 product lines into combined customer offers.
Chartered to build the company's only enterprise wide operating improvement program, and the approval, tracking, and in country verification system behind it, used across more than 40 countries and six continents.
Rebuilt the quality management system for a $5B global Wireline organization and wrote the first standardized facility requirements for deepwater rig operations.
Sent in to turn around a fast growing business facing severe service quality and safety problems, moving market share from 94 to 98 percent while customers were actively evaluating alternative suppliers. ExxonMobil Top Safety Performer and sole recipient of the Wireline President's Award.
Ran an $80M operation across 7 sites in 6 states covering the Rockies and California, and led wireline marketing for the Americas.
Open to Chief Operating Officer, President, Executive Vice President Operations, Senior Vice President Operations, and Chief Executive Officer mandates in private equity backed industrial and energy services. Based in Brentwood, Tennessee, open to relocation, and open to roles in the United Kingdom and Europe.