Over the past 17 years, Tony has led a variety of turnaround assignments which have involved business restructuring, planning, acquisitions, creditor negotiations, capital sourcing, asset sales, liquidation and general business advisory services. This was done independently, through Shepherd Partners, and at Coopers & Lybrand. Prior to these activities he managed new business and loan workout activities with The First National Bank of Chicago.

Tony is hands-on and decisive. These attributes serve him well in consulting and interim management assignments. The nature of turnaround engagements requires leadership and the ability to develop a workable strategy in the face of inadequate and often conflicting information. Tony’s solid judgment in these circumstances has proven highly valuable to the multiple constituents in a turnaround. These skills have been demonstrated in the development and implementation of out-of-court strategies, in court cases and with numerous family and closely held businesses.

Tony believes that industry experience may be useful in a particular situation. However, the breadth of experience in turnaround and crisis situations is critical. He has been deeply involved in dozens of such matters, some of which are highlighted below

President & CEO of an Injection Molder of Licensed Toys. Revised pricing/costs, trimmed SKU’s, consolidated distribution, prepared offering documents and negotiated the company’s sale.

Financial Advisor and Interim Operations Manager for one of the largest Self-Storage operators in the US. Implemented a successful profit improvement plan for this healthy but under-managed business.

Interim CEO of a Custom Motor Manufacturer. Split into four business lines and sold all segments. Recovered nearly 60% more than anticipated.

Created and sold a turnaround plan for one of Brazil's largest Engineering and Construction firms. Its six business lines generated $900 million in revenues and employed 20,000 people.

Managed a Pulp & Specialty Paper Mill. Prepared viability assessment, revised pricing, prepared daily cash forecasts/projections, sped cash cycle, trimmed inventories and kept the mill funded.

Interim Chief Operating Officer of a 50 location, private equity-owned Construction Equipment Rental firm. Advised Board to remove the CEO and two divisional VPs, and to reduce leverage though selected site sales. This ultimately led to half of the locations being sold, eliminating the bulk of debt while the remaining business was retained by the equity holders.

Led strategic analysis and multifunction consulting team in advising owners and board of a $450 million family-owned Construction Products Manufacturer. Identified key performance improvements in purchasing, fleet management, product marketing, reporting.

Interim Chief Executive Officer of a private equity owned Manufacturer. Performed business viability assessment, appraised operating management, negotiated with vendors, kept product flowing, and negotiated long term customer agreements. Refinanced business. Managed conflicting positions of vendors, senior lenders, lessors, subordinated debt holders and common equity holders. Kept all employees despite significant disaffection among key managers and kept facilities operating at positive cash flow.

As a banker, financed over $550 million of projects. Financings included unsecured loans, asset based loans, project financing, import/export financing, acquisitions, term loans, revolving credits, bridge loans, etc.

Advised a real estate development services client on going concern matters. Valued assets. Developed and executed debt strategy for 42 holdings, 18 lenders and $270 million in debt.

Advised the board of a $45 million Defense Contractor. Replaced the President and the CFO, initiated $1.2 million in profit improvement measures, revised contract pricing methods which yielded a 4% increase in average prices, and changed manufacturing to a TQM approach.

Performed viability assessment and managed the out-of-court liquidation of an $80MM PC integrator. Expanded and managed a call center, returned goods area, and warranty support function. Through an inventory build-out program and working with foreign/domestic equity holders, key customers and vendors, the process allowed secured debt holders to recover 100% of their loans and the key employees and facilities to be purchased by another computer manufacturer.

Tony earned his MBA from Northwestern University's J.L. Kellogg Graduate School of Business and his undergraduate degree in Finance and Accounting from Southern Methodist University. Tony has received his CTP designation from the Association of Certified Turnaround Professionals, an adjunct to the Turnaround Management Association.