PRESIDENT, CEO, CCO (67515) Cultural Transformation, Market Share Expansion, EBITDA Growth, Multi-Site Leadership, M&A / PE Execution, Sales Model Redesign, Leadership Bench Building

I think of Elite Special Forces when speaking about this “Game Changer”! Like a Special Forces Operator – this results-oriented Senior Automotive Parts Sales and Operations Executive has 20+ years of experience of killing it within highly competitive market spaces! He has a strong track record of developing and building successful leadership teams, launching new products and strategies, increasing profitability, and building a profitable business in challenging highly competitive markets. His demonstrated ability to drive innovation and growth utilizing expertise in established Industrial Distribution companies is rarely seen. He has excellent P&L Management, Sales Management, Strategic Planning, Operations, and Customer Service skills. He builds strong relationships while creating lasting individual and business alliances. This high horsepower leader can improve your sales and distribution operations while blowing up your EBITDA! Call us now to make this awesome connection!

Executive Snapshot

• Title Experience: President, CEO, Chief Commercial Officer, Regional VP
• Industries: Industrial equipment, plastics processing, automotive aftermarket, distribution, manufacturing
• Scale: 300+ employees | 7–66 locations | $330M+ revenue responsibility
• Ownership Models: Private Equity, Public, Private, Global parent (Italy-based)
• Core Strengths: Cultural reset, sales transformation, margin expansion, M&A integration, leadership bench building

Career Highlights (What He Actually Fixes)

President – The Conair Group (Piovan acquisition)

• Inherited an industry leader stalled for 5+ years → reignited growth
• Increased market share from 18% → 25%
• Delivered 50% EBITDA growth and 600 bps margin improvement
• Cut lead times by 50% and inventory by 20%
• Achieved 94% retention during the Great Resignation
• Raised eNPS to 55 through cultural and communication reset
• Launched AI-enabled products ahead of competitors (patents pending)

Transtar Industries (PE-owned)

• Direct P&L ownership of $85M–$330M+ revenue
• Took over underperforming regions → returned to profitability in Year 1
• Reduced overhead by $1M+ while improving service
• Built sales discipline, CRM infrastructure, pricing optimization
• Played key role in successful PE exit through EBITDA acceleration

Leadership & Culture Impact

• Builds high-performing executive teams with accountability and trust
• Known for hands-on leadership during instability (M&A, restructuring, COVID)
• Creates simple, repeatable leadership systems (huddles, KPIs, scorecards)
• Coaches leaders aggressively; promotes from within

Commercial & Growth Engine

• Redesigns sales models (including first-ever direct sales where none existed)
• Personally negotiates enterprise-defining deals
• Aligns pricing, incentives, product management, and customer experience
• Turns sales from volume-driven to margin- and value-driven

Financial & Operational Discipline

• Deep P&L ownership mindset
• Established FP&A functions from scratch
• Improves working capital, AR discipline, and inventory turns
• Balances growth with operational execution and supply chain resilience

Pain Point Alignment Table

Pain Point	How JG Solves It
Stagnant growth or plateaued market share	Proven record of reigniting growth and gaining share in mature markets
Culture issues after acquisition or restructuring	Led cultural resets with record retention and engagement metrics
EBITDA pressure from PE or Board	Delivered 50% EBITDA growth and major margin expansion
Sales team underperforming or misaligned	Rebuilt sales models, incentives, CRM, and value propositions
Margin erosion despite revenue growth	Implemented pricing discipline and vendor strategies (+600 bps margin)
Leadership bench too thin	Built leadership pipelines and promoted internally at scale
Disconnected global parent company	Successfully integrated U.S. ops with European parent leadership
Operational bottlenecks and long lead times	Cut lead times 50% and improved OTD across multi-site operations
Innovation lagging competitors	Launched AI-enabled products and restructured NPD process
Post-COVID / post-turnover instability	Stabilized workforce during Great Resignation with 94% retention

Ideal Use Cases

• President / CEO role for PE-backed or founder-led company
• Commercial or Growth-focused executive mandate
• Post-acquisition integration leader
• Turnaround or scale-up environment
• Board seeking a culture + EBITDA + growth operator

EDUCATION / TRAINING

Bachelor of Business Administration, Finance

Sandler Sales Institute Training Value Selling Workshop
Brooks Institute Sales Training
Genuine Parts Company Sales Pro
Johnson Industries Leadership Development
Sandler Sales Institute Training
Value Selling Workshop
GPC Star Management Program
Karass Negotiating Seminar
Corporate Leadership Development