President & Chief Executive Officer @ MCA Logistics
B.A., cum laude, Political Science @
University of Massachusetts, Amherst
Senior Consultant @ Provided expert analysis and implementation support on M&A, new product introduction, start-ups and restructuring projects to privately held companies From March 2012 to May 2014 (2 years 3 months) President & Chief Operating Officer @ Recruited by Board of Directors to assist in the turnaround of a financially challenged highway traffic safety services company
Senior Consultant @ Provided expert analysis and implementation support on M&A, new product introduction, start-ups and restructuring projects to privately held companies From March 2012 to May 2014 (2 years 3 months) President & Chief Operating Officer @ Recruited by Board of Directors to assist in the turnaround of a financially challenged highway traffic safety services company with annual revenue of $160 million. Private equity owners rejected proposed restructuring plan, electing to close the business and liquidate assets through bankruptcy. From 2013 to 2013 (less than a year) President & Chief Executive Officer @ Reporting to two independent Directors, recruited to save a failing truckload company with 1,900 employees, 13 terminals, over 700 power units, 1,400 trailers and over $150 million in dry revenue. In three years, improved operations, cash and debt management, producing a profitable company generating significant free cash flow. Successful turnaround resulted in sale of business to strategic buyer.
Established first-ever zero-based budgeting system, producing over $2.2 million in cost reductions
Developed strategic plan to diversify from postal operations into dedicated contract services and intermodal operations, approved by shareholders in first six months with Company.
Built sales team that gained 16 new accounts producing profitable new revenue of $20.6 million in two years
Initiated operations review that eliminated over $4 million of unprofitable lanes
Reorganized terminal structure to consolidate management, closing 4 terminals while improving on-time performance to over 99.5%
Negotiated restructure of long-term debt with four lenders, converting over 30% of debt to equity and 75% of remaining debt to PIK, increasing the rate of debt amortization, and extending term of remaining senior debt by four years
Obtained $33.5 million in new financing to upgrade tractor fleet (310 new trucks)
Converted to large-deductible casualty insurance program to improve cash flow
Upgraded information systems with accelerated implementation of previously purchased shop management system, acquisition of TMS package and full integration with financial reporting platform
Increased earnings from $9.6 million to $13.3 million in three years
Improved cash generation by over $8 million annually
Developed management team buy-out proposal to acquire Company, securing senior and subordinated debt, and fresh equity from traditional lender and private equity sources. Company ultimately acquired by strategic buyer From October 2004 to January 2012 (7 years 4 months) President & Chief Operating Officer @ Reporting to CEO of North American holding company, led eight-member multi-disciplinary team managing four product lines, with 5,800 employees, 112 locations, over 200 customers and $325 million in revenue. Doubled revenue and tripled margin to become largest player in contract-passenger transportation services segment. Complete P&L responsibility and management oversight of sales, human resources, financial planning & accounting, purchasing, legal and operations supporting businesses in 28 states and Puerto Rico.
Increased revenue 6% CAGR, despite flat market by driving focused, value-added sales plan, reengineered sales and support teams, and established CustomerFirst, customer relationship management
Created M&A strategy that completed three acquisitions in less than one year. Each acquisition brought Company into new markets, providing new growth platforms. Integrated new customers and employees, replaced reporting systems, exceeded pro forma financial forecasts by over 20%
Directed Company reorganization reducing overhead burden 20%, improved response time to resolving customer issues and led to substantial improvement in customer-satisfaction scores
Streamlined purchasing programs, negotiated new agreements increasing inventory turns from 3.2 to 4.5 per year, reduced maintenance cost-per-mile by 8% in one year
Oversaw ERP conversion for all business support systems within schedule/budget
Established new training program, First Transit University, developing better internal managers, reducing recruiting costs, and improving service quality and customer satisfaction
Developed Weekly Analysis Report (WAR) monitoring operational and financial performance and driving continuous improvement process.
Promoted safety culture that minimized environmental exposures, reduced vehicle collisions by 20% in two years, and dropped employee injury rates to lowest level in nearly 10 years, below industry averages From January 1997 to January 2004 (7 years 1 month) Vice President, Business Development @ Organized team of 16 sales and marketing professionals to develop and execute company-wide strategy for business development and acquisitions for three operating subsidiaries providing student and passenger transportation services, and government fleet management and maintenance
Developed new sales tools and training programs resulting in team exceeding sales quotas by over 10% in each of three years, increasing revenue by over 25% to $430 million
Prioritized mix of products sold, exceeding corporate strategic capital return requirements
Shifted from product to geographic focus, enabling sales teams to improve closing rate from 24% to 38%
Developed innovative financing tool using customers' tax-exempt status. Placed over $32 million without impact to Company's balance sheet
Established new trade association that increased outsourcing opportunities in education services market
Streamlined screening tools for identifying and qualifying acquisitions, reducing cycle time from 9 to 4.5 months. Completed 11 acquisitions in 3 years, adding $60 million in revenue From July 1993 to December 1996 (3 years 6 months) Senior Vice President, Transit Contracting Division @ Directed strategic growth initiative into transit service outsourcing market that led to Company becoming largest, most profitable national contractor in segment. Developed and executed strategic and tactical business plans taking company into new outsourced services market.
Built pricing model for new product that proved 99% accurate in forecasting costs for new starts
Established all operating procedures to guide new start-ups, ensuring quality product introduction
Negotiated labor agreements with 11 union locals within budgeted parameters
Directed acquisition or construction of 17 facilities; identified sites and negotiated with contractors
Delivered $100 million new revenue at 26 locations; 90% retention rate; 180%+ growth in eight years From January 1986 to June 1993 (7 years 6 months) Vice President @ Managed special projects for Chairman of Board of Directors.
Revised cash controls, fixed asset accounting for new start taxi company in Los Angeles
Screened acquisition and joint-venture candidates, developed research for Board presentation
Consulted to federal government on outsourcing services, producing two new federal contracting policies From July 1984 to January 1986 (1 year 7 months) General Manager @ Managed private bus company's 360-vehicle division; housed/fed 1,300 employees in overseas environment
Expanded and reorganized route network, increasing ridership 6% and productivity by over 10%
Increased profits 11% in one year by restructuring work assignments and revising maintenance program From August 1982 to June 1984 (1 year 11 months) General Manager @ Managed operations of 371-vehicle transportation system; largest regional vanpool program in country.
Revised vehicle-maintenance program, improving reliability by 18%, and holding cost-per-mile flat
Revamped paratransit operations, improving productivity by over 15%
Outsourced low-productivity services, reducing targeted costs by nearly 25% while increasing ridership
Negotiated service agreement with City of Suffolk, producing 30% increase in annual revenue From June 1980 to July 1982 (2 years 2 months)
Master of City Planning, Transportation Concentration @ Harvard UniversityB.A., cum laude, Political Science @ University of Massachusetts, AmherstExecutive Education Program, Sales Management @ University of Michigan - Stephen M. Ross School of BusinessExecutive Education, Pricing Strategy, Product Development @ University of North Carolina at Chapel Hill - Kenan-Flagler Business School Rich Clair is skilled in: Operations Management, Start-ups, Transportation, Management, Strategic Planning, Logistics, Team Building, Forecasting, Contract Negotiation, Budgets, Transportation Management, Mergers & Acquisitions, Leadership, Business Development, P&L Management
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