I am a hands-on operator and former CFO who specializes in stepping into complex, underperforming, or operationally challenged businesses and driving stabilization, performance recovery, and long-term value creation.My background includes senior finance and operational leadership roles at publicly t…
I am a hands-on operator and former CFO who specializes in stepping into complex, underperforming, or operationally challenged businesses and driving stabilization, performance recovery, and long-term value creation.
My background includes senior finance and operational leadership roles at publicly traded companies ranging from approximately $3B to $10B in revenue, as well as a private-equity–backed company (~$1B in revenue). Across these environments, I have led large-scale business transformations, including EBITDA recovery initiatives, cash-flow stabilization, organizational and leadership resets, and operational discipline programs.
I have also led significant debt restructuring and refinancing efforts in public-company settings, including direct engagement with banks and capital providers around covenant compliance, amended credit agreements, liquidity management, and capital structure optimization. I am comfortable leading difficult banking discussions where credibility, execution, and transparency matter.
In addition, I have executed and integrated over $3B of acquisition activity, as well as divestitures of non-core or underperforming businesses. My involvement has extended beyond transaction execution to post-close integration, synergy realization, and operational continuity, ensuring deals translate into actual performance improvement rather than theoretical value.
In parallel with my public-company experience, I am an owner and operator of a portfolio of hospitality businesses based in Minnesota, collectively managing approximately $30M in annual revenue. Our ownership interests include the Bluefin Bay Family of Resorts, Sportsman’s Lodge, Borderview Lodge, Northshore Cabins, and Thomsonite Inn. While these properties are professionally managed day-to-day, ownership is actively involved at the board and operating level, particularly in areas such as financial controls, labor and pricing discipline, capital allocation, and turnaround initiatives when performance falls short.
My business partner and I seek opportunities where hands-on ownership, operational intervention, and financial rigor can materially improve results. We are particularly interested in hospitality and lodging businesses generating $5M+ in annual revenue, including situations where operations are underperforming, margins are compressed, or ownership is fatigued and requires an execution-oriented partner.
Separately, leveraging my background in industrial manufacturing and distribution, I also evaluate industrial businesses, with a specific focus on companies where improved financial discipline, cash-flow stabilization, acquisition integration, or operational execution can drive meaningful performance recovery.
I am flexible on transaction structure and often engage in non-traditional situations, including management-led turnarounds, lender-supported restructurings, earn-in equity arrangements, and ownership transitions tied to operational results. I am not a passive investor and am most effective in situations that require active leadership, accountability, and rebuilding.
If you are working through an underperforming, lender-pressured, or transition situation and need an execution-oriented operator to help evaluate next steps, I am happy to be a resource.
