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Work Background
Homeland Baking and Mitchell's Sausage RollsCEO CFO
Aug. 2018 - Feb. 2026I took a regional bakery and helped turn it into a scaled commercial food manufacturer — handling everything from strategy and finance to building out the leadership team and redesigning operations from the ground up.
• Grew the business 1,500% in 7 years — not by luck, but by building the right systems, hiring the right people, and making disciplined decisions at every stage of growth.
• Built a senior leadership team from scratch in an organization that had never had one — created hiring frameworks, onboarding processes, and accountability structures that actually stuck.
• Redesigned operations across production, quality, distribution, and inventory — the kind of cross-functional work that keeps a fast-moving company from tripping over itself.
• Quadrupled production capacity through facility expansion and modernization while keeping unit economics moving in the right direction.
• Managed all banking relationships and financing — structured the capital stack to support aggressive growth without unnecessary risk.
• Diversified customers and product mix to protect the business from concentration risk — a strategic move that paid off more than once.
Pathway Business Consulting CompanyPresident and Chief Operating Officer
Jan. 2005 - Feb. 2026For over a decade I've worked alongside founders and leadership teams — sometimes as a strategic advisor, sometimes stepping in as an interim CEO, CFO, or COO when companies needed experienced hands in the room.
• Guided $100M+ in M&A transactions from both sides of the table — due diligence, valuation, deal structuring, and the hard conversations that make or break a deal.
• Embedded with leadership teams to help them think through strategy, improve operations, and get unstuck — I've learned that the best advice is specific, direct, and actually implementable.
• Helped business owners across industries grow revenue, cut costs, and improve profitability — the kind of work that requires both big-picture thinking and a willingness to dig into the details.
• Found and fixed operational bottlenecks for clients across manufacturing, distribution, and services — different industries, same fundamental problems.
AMERICAN SERVICES COMPANYPresident / General Manager
Jan. 2002 - Sep. 2013Built and grew the market-leading provider of guttering, drainage, awnings, and shade solutions for residential and commercial customers.
• Grew revenue 150% over 5 years by expanding geographically, adding service lines, and getting serious about sales — simple in concept, hard in execution.
• Built custom web-based tools for scheduling, dispatch, and inventory before that was a common thing to do — saved money, improved productivity, and made the field team's lives easier.
• Hit 99% customer satisfaction by building real QA processes and taking service recovery seriously — not just tracking the number, but actually caring about it.
• Pushed lead conversion to 60% through better sales training, a CRM that people actually used, and consistent follow-up discipline.
F1 BostonVice President of Finance / General Manager
Jan. 1997 - Jan. 2002Created a strategic plan to uniquely position this business from others in the world. Prepared business analysis, financial forecasting, operational plans and financing documents required for Private Placement Memorandum which raised $10MM from private and institutional investors. Oversaw commercial development and daily management of $13MM, 103M square foot entertainment complex. Built a management team and ultimately hired 130 employees. Developed operational policies and procedures for this unique venture that combined kart racing, team building, conference and banquet facilities, restaurant, bar, night club, catering and retail stores. Worked with department heads to continually adjust sales, marketing and operations to improve the financial performance and to grow this venture to $12MM in annual revenue while serving 200M guests a year. Reported to senior partners, board of directors and shareholders on a periodic basis. Worked closely with CFO for timely and accurate financial reporting.
BAYNETS, INCChief Operating Officer
Jan. 1990 - Jan. 2000This start up venture had international sales of revolutionary fall protection safety systems to multi national companies. Developed proprietary solutions for the following industries: quick lube, automotive, trucking, rail, transportation, warehousing, distribution and airline. Sold products through various means including directly, manufacturer's representatives and safety equipment distributors. Sold to top tier companies such as Jiffy Lube, Pennzoil, Penske, Freightliner, Bombardier, Wal-Mart, Walgreen's, General Electric, Heinz and Alcoa. Targeted, negotiated with and implemented the sale of this business to a strategic partner creating an ROI of 38 times.
THE MBA GROUPExecutive Vice President Operations and Business Development
Jan. 1987 - Jan. 2002Helped build and run a $120M conglomerate spanning health insurance, safety equipment manufacturing, software development, and mezzanine financing — 400 people, lots of complexity, never a dull moment.
• Grew the company 550% over 10 years through a mix of smart acquisitions and organic expansion — learned a lot about what works and what doesn't when you're scaling fast.
• Raised $15M through a private placement to fund growth — got comfortable telling a compelling story to sophisticated investors.
• Executed divestitures at strong premiums (3x sales, 18x earnings) — knowing when and how to exit is just as important as knowing how to build.
• Ran a 103,000 sq ft headquarters with 140 employees — operational complexity was a daily reality, not an occasional challenge.
Jiffy Lube - New England Site DevelopmentChief Operating Officer
Jan. 1987 - Jan. 2000Working closely with senior management, was very instrumental in growing this business by 550%. Oversaw all site acquisition, development, leasing and property management for $80MM real estate portfolio. Responsible for all community relations. Collaborated with local boards and community groups to present development plans, address questions, work through objections and ultimately obtain all licenses and permits required for development and operations. Created a demographic model which helped to identify successful markets. This ultimately led to a 36 unit business with over $30MM in revenue and 6 of the top 10 and 20 of the top 50 performing units out of a chain of 1200.
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