Greg is a Principal with Stonehill Financial, LLC. He is an experienced, hands-on change agent who for over 20 years has developed and implemented strategic, operational, marketing, and administrative solutions to industrial and consumer products companies in a variety of industries. Recruited as CEO by boards of public and private companies, he has successfully led difficult turnarounds involving national labor unions. His ability to identify core issues, build comprehensive solutions, and energize an organization has proven successful in acquisitions and start-ups as well as turnarounds. In the middle-market arena he has used his entrepreneurial approach to create product and distribution strategies to effectively and profitably compete against larger or better known industry leaders

GENERAL EXPERIENCE: Led public and private companies in senior role after ten years working for and with Fortune 500 companies in packaged goods marketing. His success as change agent in unionized environments demonstrates his ability to mentor executives and gain the trust and support of a company's workforce undergoing dynamic change and restructuring. He offers clients the perspective gained from broad operating experience across numerous industries, distribution channels and product areas. SELECTED CASE EXPERIENCE: CEO - PUBLIC MANUFACTURING COMPANY Turnaround CEO of unionized public manufacturer in Kansas City. This 116 year-old consumer & industrial products company had continued to lose money over a thirteen year period following bankruptcy in 1987. In less than 18 months he returned this company to solid profitability and conducted a going-private transaction. Key financial performance improvements included: increased pre-tax profit 20 points, from minus 8% to positive 12%; increased gross margins 46% to 36%; reduced inventories 49%; set-up Asia outsourcing that would gain an additional 4-6 points of gross margin. Initiatives included: lean manufacturing; reducing Steelworker job classifications from eight to one; changing management structure and shop floor supervision; relocating and downsizing facilities 80%; revamping all sales & marketing activities, including changing product configurations, pricing and discount structures, and key product positioning. As a result of these changes, this company exited the burden of its public company status, established a profitable platform for competitive operating margins, and redirected management focus from manufacturing to marketing. CEO - PRIVATE DISTRIBUTION COMPANY Turnaround CEO of private foodservice distribution company in Buffalo, NY. In 6 months returned this company to positive cash flow and profitability. After additional changes, negotiated sale of the company at a significant premium to Canada's largest grocery company. Initiatives included: re-negotiated a newly executed three-year Teamster contract with an agreement to reduce rates 24%; changed four key management positions; replaced a seniority system with a merit system; increased gross margins 14%; and through IRDB financing expanded constrained frozen food capacity 400%. CO-OWNER - LBO ACQUISITION MANUFACTURING COMPANY Co-owner, LBO acquisition of sporting goods manufacturer in South Dakota. Grew product lines to become the largest OEM supplier of golf bags to two leading brand-name companies and an award-winning private label supplier to the country's largest network of independent golf retailers. Developed several component innovations now standard in the industry. COO, CFO - START-UP CONSUMER PRODUCTS COMPANY COO, CFO of start-up consumer products company in Minneapolis. With inventor founded company, raised financing through three rounds of private placements, and designed and patented a system of household storage products. Developed strategic alliance through General Electric subsidiary for contract manufacturing & supply chain management. After introduction at National Housewares Show, achieved 12 ft. bay distribution rollout at Home Depot.