andrewpmacleod1@gmail.com September 2015 1 847 650 0294

GROWING BEYOND ENTREPRENEURIAL LEADERSHIP The Challenge

Many low market businesses of <$100M are entrepreneurial in nature and have grown based on the inspiration, leadership

and determination of the founder. Their organizations are filled with home-grown talent, fully committed to the business,

yet, lacking the broad-based experience and fundamental business skills to lead a post-acquisition, post-entrepreneurial

business. These entrepreneurial businesses eventually reach a level where more formalized business processes are required

to achieve further growth.

Private equity firms understand this transition and can assist businesses to achieve the next level of growth. Whether the

founder remains or is replaced with an industry-knowledgeable and proven leader, there remains significant and important

work to define the future direction and organizational footprint to drive the next level of sustainable, profitable growth.

My Value

My expertise resides in manufacturing-based businesses that are converting raw materials into finished goods. I have both

supplied to and worked for “converters” and understand well the challenges to deliver consistent EBITDA growth –

Finding ways to increase power in the value chain serving generally larger clients

Controlling cost increases from suppliers who also have more power in the value chain

Building strategic versus transactional relationships with key clients and suppliers

Developing proprietary products that offer unique value-add positions in the value chain

Continuously improving the quality and cost of the products offered

Creating a differentiated offering that blends products, services and geographic coverage

Resisting clients’ efforts to commoditize that offering

Seeking alliances or acquisitions to increase critical mass and strengthen position in the value chain

These insights are based on a 35+ year career – 18 as an executive – in the following industries

Plastic resins for extrusion and injection molding applications (20+ years with DuPont)

Plastic injection molding for automotive, EE, appliance and industrial OEM/Tier 1 clients

Plastic packaging (HFFS and foam) for pharmaceutical, appliance, retail and food clients

Capital equipment for food processing serving QSR’s (e.g., McDonalds) and retail (e.g., Walmart)

Specific experiences and skills developed include

General management with P&L responsibilities

M&A strategy, execution and integration

International business management living in Europe and Asia

Branding strategy and execution

Channel-to-market strategy

Sales processes and execution

Equally important is having worked for a broad range of ownership models – publicly-traded, private equity and family-

owned businesses. These experiences shaped an understanding of the unique challenges to achieve financial success with

each model.

My skills can be used to assess business opportunity pre-acquisition; to assist the due diligence process; and/or to collaborate

with the business’ management team to develop or redirect the proper strategy for profitable growth. To the latter point,

there is a disciplined, strategic process available to assist an executive team with the strategy work.

For more details, please go onto LinkedIn and check out my profile.