Description
Presentation explain business creation, transformation and rapid growth to drive value.
GREGORY S. ROCQUE
www.LinkedIn.com/in/gregrocque 630-699-6300
Burr Ridge, IL 60527 www.gregrocque.com [email protected]
CEO / PRESIDENT
Business Creation, Transformation & Rapid Growth to Drive Value
Across Mid-Cap Private & Investor-Backed Manufacturing, Distribution, Service & Technology Ventures
Global leader of 6 start-ups, 7 turnarounds and sustainable growth within mid-cap businesses ranging from <$100M up to
$3B+. Reputation for quickly assessing opportunities, securing funding/capital and scaling enterprises through acquisitions,
organic growth, global expansion and market diversification. Strong P&L leader moving fluidly between finance,
operations and sales/marketing, creating well-defined strategic plans, building strong management teams and operating
cultures, effecting change and delivering measurable, sustainable multimillion-dollar top and bottom line results.
Experienced Board Member, Private Equity Advisor and Business Consultant.
CAREER HISTORY
PRESIDENT – FAIRRINGTON 2010 – 2015
$80M+, 350-employee private company, and largest, full-service logistics provider in the US offering world-class mail delivery solutions to the
financial services, mobile communications publishing and retail sectors
Recruited by the founder/owner to spearhead a new vision, brand, growth strategy and optimization plans for a well-
established enterprise operating in a consolidating industry. Given full P&L authority for finance, sales and operations,
including $500M+ of annual inventory-adjusted gross revenue, 3 facilities and 350 employees nationwide.
• Delivered 2X EBITDA increase, grew revenue 46% from $57M to $83M, reduced overhead 35%, and improved labor
productivity 50% through multi-dimensional acquisition/growth, cost reductions and performance improvements.
• Identified and led due diligence on $120M of acquisitions. Closed 1 deal, adding new capacity and market presence.
• Launched the company’s 1
st
formal strategic planning sessions within 1
st
90 days of tenure. Engaged and re-energized
the business, and garnered buy-in for substantial operational, people and process changes.
• Executed corporate restructuring, affecting 50 employees, redeveloped the leadership team and high-performing
management team. Reduced fixed costs 35% and increased productivity 50%.
• Fundamentally changed go to market strategies, hired new sales management, implemented team-selling programs, and
improved sales execution. Nearly doubled market share from 6.5% to 12.5% while reducing SG&A 35%.
• Dramatically improved strategic value and service delivery to key customers: Macy’s, Discover, Sprint, Verizon,
Publisher’s Clearing House, New York Life, Brown Printing.
• Conducted Value Stream Mapping, adopted Lean, and developed technology roadmap with 18-month proforma ROI,
which improved efficiency in processing 1B pounds of mail and moving 80+ truck loads per day across the US.
• Created a $12M new value stream in a core market by diversifying into light manufacturing. Funded $15M in
equipment/facilities through bank financing without personal guarantees.
PRESIDENT – REYCO GRANNING 2004 – 2010
$70M+, 350-employee subsidiary of multinational Tuthill Corporation, and multi-location global manufacturer of automotive components
Recruited to lead the financial/operational turnaround and sale of a struggling business unit with revolving door of
executive leadership over 6 years. Enacted widespread change, including new management team, vision/direction and
employee engagement. Concurrently led global road shows to position the business for sale to private equity. Held P&L
oversight for $70M+ in revenue and 350 employees in 4 North America and Asia locations.
• Drove 38% increase in revenue over 6 years. Created an innovative pricing strategy that increased gross margins 72%.
Achieved some of the highest operating profits and cash flow during multi-year economic recession.
• Adopted a new business model and value proposition, and personally engaged with key customers to secure long-term
agreements resulting in double-digit growth during 1
st
2 years of tenure, and improved market share from #11 to #4.
• Rebuilt the management team, inspired employee trust and enthusiasm, and created a powerful, high-performing
culture, which sustained the business through one of the industry’s steepest downturns in 50 years.
• Implemented a financial/performance management forecasting model that focused teams on fact-based planning and
decision-making, R&D, market opportunity development and margin improvement.
GREGORY S. ROCQUE Page 2
• Consolidated operating footprint from 4 to 2 facilities, increased ROA, reduced fixed cost, and generated $1M savings.
• Drove $4.5M margin improvement by adopting Lean, implementing MRP systems, and redefining the supply strategy.
? Doubled capacity, reduced inventory 24%, improved lead times from 6 to 2 weeks, and increased quality to 98%.
? Renewed supplier relationships and expanded supply lines in China, which reduced cost of goods $2.5M.
CEO CONSULTANT / BUSINESS ADVISOR – FortéONE / eCOMMERCE DYNAMICS 2000 – 2004
Specialty consulting firms providing experienced CEO leadership to global corporations, business owners, advisors and management teams
Leveraged industry notoriety to form a B2B eCommerce strategy firm, and became one of the original CEO consultants to
private equity firms, entrepreneurial businesses and private companies. Defined strategies for rapid, short-term
improvements, and created proven tools for building strong, sustainable businesses.
• Advised the Chairman and leadership of 2 of Japan’s largest logistics companies on forming an eBusiness joint venture.
• Participated in steel foundry turnaround, and drove $100M of revenue growth on behalf a PE firm. Identified/resolved
underlying issues, moved into higher-margin markets, and placed business on path to long-term financial health.
• Developed a new competitive strategy for a $40M building materials company designed to improve gross margins 8%,
reduce inventory 25% and drive service levels up 20%.
• Positioned minority-owned technology company for sale by developing a comprehensive strategic plan, and improving
understanding of financial information and business performance.
PRESIDENT & CEO – NATIONAL TRANSPORTATION EXCHANGE (NTE) 1993 – 2000
The world’s 1
st
B2B eCommerce business (now known as SaaS) and transportation exchange providing integrated shipper/carrier solutions
Founded a game-changing new venture to transform the $450B+ US transportation market. Developed a compelling
business model and value proposition, secured VC funding, and built an innovative SaaS technology platform. Held fiscal
oversight for $6M in revenue and $65M in funding. Directed 120 employees.
• Transformed a white space opportunity into a market leading provider of warehousing, transportation, purchasing,
settlement and B2B collaboration services to 1.2K global carriers and leading global corporations (e.g., Target, 3M).
• Led road shows and 5 rounds of capital raising to fund technology development and marketing. Secured a total of
$65M in financing from blue-chip organizations, angel investors and venture capitalists.
• Built a profitable $6M enterprise and world-class management team. Hired a successor CEO to position the business
to become a public corporation.
PRESIDENT / CEO – CARCARE ENTERPRISES, INC. 1989 – 1993
~$15M, 350-employee private equity-backed company and 2
nd
largest Jiffy Lube franchisee in the US with 26 stores
Developed and implemented an aggressive plan to stabilize the business, regain profitability and accelerate revenue in a
highly competitive market climate following announcement of national franchisor bankruptcy.
• Grew sales 15% through targeted marketing and new product lines. Shifted from negative to positive cash flow in 9
months. Positioned the business for sale to a major supplier.
• Launched a comprehensive training/certification program that reduced employee turnover 70%, eliminated 80% of
service claims, and dramatically improved overall performance.
• Turned around a struggling co-op advertising association (ADI) for 70+ Jiffy Lube franchises as elected President.
Renegotiated and cut vendor debt 50%, and launched a $1.2M marketing campaign that destroyed the competition.
GENERAL MANAGER – THE HAVI GROUP 1981 – 1989
$8B, 9K-employee private company with global portfolio of supply chain, packaging and marketing businesses serving world-leading corporations
– Abbott, BP, Coca-Cola, General Mills, McDonald’s, P&G, Microsoft, Shell
Earned a reputation for new business creation during a period of global expansion and growth into a $2.5B company. Led
the seamless start-up of 5 domestic and international operations. Highlights:
• Established 2 US operations, and scaled the combined enterprise to $150M and 220+ employees to support
McDonald’s aggressive expansion. Awarded “Highest Performance” distinction during the 1
st
year of operation.
• Launched operations in 3 countries to build out the Asia market. Served as the foundation for what is today HAVI
Supply Chain Solutions in Asia, 1 of 3 global business segments of a multi-billion dollar enterprise.
• Held full P&L for a $15M, 60+ employee Southeast Asia integrated supply chain and production operation for 4 years.
GREGORY S. ROCQUE Page 3
CORPORATE BOARDS
BOARD MEMBER – POSITRONIC INDUSTRIES 2009 – Present
Selected as the only outside advisor to new generation of owners of a private, family-owned global manufacturer and
distributor of electronic connectors for the military, aerospace, communications, medical, industrial and test equipment
sectors. Conceived and structured globalization plan and next level business strategies.
BOARD MEMBER – DRIV-LOK, INC. 2004 – Present
Provided governance oversight during change of ownership of a private engineering company and world leader in fastener
solutions for the world’s leading manufacturing companies.
BOARD MEMBER – VISTAGE INTERNATIONAL 1993 – Present
Advisor to a professional organization catering to 14K chief executives leading $5M to $1B+ companies across the globe.
EDUCATION
BS, BUSINESS ADMINISTRATION – BRADLEY UNIVERSITY 1981
KEMPER SCHOLAR on BUSINESS ETHICS – ELMHURST COLLEGE 2001
I believe today, more than any other time in history:
“Great companies will not be created by an extraordinary individual.
Great companies are created by ordinary individuals who become extraordinarily aligned.
Great leaders create that alignment.”
doc_629095300.pdf
Presentation explain business creation, transformation and rapid growth to drive value.
GREGORY S. ROCQUE
www.LinkedIn.com/in/gregrocque 630-699-6300
Burr Ridge, IL 60527 www.gregrocque.com [email protected]
CEO / PRESIDENT
Business Creation, Transformation & Rapid Growth to Drive Value
Across Mid-Cap Private & Investor-Backed Manufacturing, Distribution, Service & Technology Ventures
Global leader of 6 start-ups, 7 turnarounds and sustainable growth within mid-cap businesses ranging from <$100M up to
$3B+. Reputation for quickly assessing opportunities, securing funding/capital and scaling enterprises through acquisitions,
organic growth, global expansion and market diversification. Strong P&L leader moving fluidly between finance,
operations and sales/marketing, creating well-defined strategic plans, building strong management teams and operating
cultures, effecting change and delivering measurable, sustainable multimillion-dollar top and bottom line results.
Experienced Board Member, Private Equity Advisor and Business Consultant.
CAREER HISTORY
PRESIDENT – FAIRRINGTON 2010 – 2015
$80M+, 350-employee private company, and largest, full-service logistics provider in the US offering world-class mail delivery solutions to the
financial services, mobile communications publishing and retail sectors
Recruited by the founder/owner to spearhead a new vision, brand, growth strategy and optimization plans for a well-
established enterprise operating in a consolidating industry. Given full P&L authority for finance, sales and operations,
including $500M+ of annual inventory-adjusted gross revenue, 3 facilities and 350 employees nationwide.
• Delivered 2X EBITDA increase, grew revenue 46% from $57M to $83M, reduced overhead 35%, and improved labor
productivity 50% through multi-dimensional acquisition/growth, cost reductions and performance improvements.
• Identified and led due diligence on $120M of acquisitions. Closed 1 deal, adding new capacity and market presence.
• Launched the company’s 1
st
formal strategic planning sessions within 1
st
90 days of tenure. Engaged and re-energized
the business, and garnered buy-in for substantial operational, people and process changes.
• Executed corporate restructuring, affecting 50 employees, redeveloped the leadership team and high-performing
management team. Reduced fixed costs 35% and increased productivity 50%.
• Fundamentally changed go to market strategies, hired new sales management, implemented team-selling programs, and
improved sales execution. Nearly doubled market share from 6.5% to 12.5% while reducing SG&A 35%.
• Dramatically improved strategic value and service delivery to key customers: Macy’s, Discover, Sprint, Verizon,
Publisher’s Clearing House, New York Life, Brown Printing.
• Conducted Value Stream Mapping, adopted Lean, and developed technology roadmap with 18-month proforma ROI,
which improved efficiency in processing 1B pounds of mail and moving 80+ truck loads per day across the US.
• Created a $12M new value stream in a core market by diversifying into light manufacturing. Funded $15M in
equipment/facilities through bank financing without personal guarantees.
PRESIDENT – REYCO GRANNING 2004 – 2010
$70M+, 350-employee subsidiary of multinational Tuthill Corporation, and multi-location global manufacturer of automotive components
Recruited to lead the financial/operational turnaround and sale of a struggling business unit with revolving door of
executive leadership over 6 years. Enacted widespread change, including new management team, vision/direction and
employee engagement. Concurrently led global road shows to position the business for sale to private equity. Held P&L
oversight for $70M+ in revenue and 350 employees in 4 North America and Asia locations.
• Drove 38% increase in revenue over 6 years. Created an innovative pricing strategy that increased gross margins 72%.
Achieved some of the highest operating profits and cash flow during multi-year economic recession.
• Adopted a new business model and value proposition, and personally engaged with key customers to secure long-term
agreements resulting in double-digit growth during 1
st
2 years of tenure, and improved market share from #11 to #4.
• Rebuilt the management team, inspired employee trust and enthusiasm, and created a powerful, high-performing
culture, which sustained the business through one of the industry’s steepest downturns in 50 years.
• Implemented a financial/performance management forecasting model that focused teams on fact-based planning and
decision-making, R&D, market opportunity development and margin improvement.
GREGORY S. ROCQUE Page 2
• Consolidated operating footprint from 4 to 2 facilities, increased ROA, reduced fixed cost, and generated $1M savings.
• Drove $4.5M margin improvement by adopting Lean, implementing MRP systems, and redefining the supply strategy.
? Doubled capacity, reduced inventory 24%, improved lead times from 6 to 2 weeks, and increased quality to 98%.
? Renewed supplier relationships and expanded supply lines in China, which reduced cost of goods $2.5M.
CEO CONSULTANT / BUSINESS ADVISOR – FortéONE / eCOMMERCE DYNAMICS 2000 – 2004
Specialty consulting firms providing experienced CEO leadership to global corporations, business owners, advisors and management teams
Leveraged industry notoriety to form a B2B eCommerce strategy firm, and became one of the original CEO consultants to
private equity firms, entrepreneurial businesses and private companies. Defined strategies for rapid, short-term
improvements, and created proven tools for building strong, sustainable businesses.
• Advised the Chairman and leadership of 2 of Japan’s largest logistics companies on forming an eBusiness joint venture.
• Participated in steel foundry turnaround, and drove $100M of revenue growth on behalf a PE firm. Identified/resolved
underlying issues, moved into higher-margin markets, and placed business on path to long-term financial health.
• Developed a new competitive strategy for a $40M building materials company designed to improve gross margins 8%,
reduce inventory 25% and drive service levels up 20%.
• Positioned minority-owned technology company for sale by developing a comprehensive strategic plan, and improving
understanding of financial information and business performance.
PRESIDENT & CEO – NATIONAL TRANSPORTATION EXCHANGE (NTE) 1993 – 2000
The world’s 1
st
B2B eCommerce business (now known as SaaS) and transportation exchange providing integrated shipper/carrier solutions
Founded a game-changing new venture to transform the $450B+ US transportation market. Developed a compelling
business model and value proposition, secured VC funding, and built an innovative SaaS technology platform. Held fiscal
oversight for $6M in revenue and $65M in funding. Directed 120 employees.
• Transformed a white space opportunity into a market leading provider of warehousing, transportation, purchasing,
settlement and B2B collaboration services to 1.2K global carriers and leading global corporations (e.g., Target, 3M).
• Led road shows and 5 rounds of capital raising to fund technology development and marketing. Secured a total of
$65M in financing from blue-chip organizations, angel investors and venture capitalists.
• Built a profitable $6M enterprise and world-class management team. Hired a successor CEO to position the business
to become a public corporation.
PRESIDENT / CEO – CARCARE ENTERPRISES, INC. 1989 – 1993
~$15M, 350-employee private equity-backed company and 2
nd
largest Jiffy Lube franchisee in the US with 26 stores
Developed and implemented an aggressive plan to stabilize the business, regain profitability and accelerate revenue in a
highly competitive market climate following announcement of national franchisor bankruptcy.
• Grew sales 15% through targeted marketing and new product lines. Shifted from negative to positive cash flow in 9
months. Positioned the business for sale to a major supplier.
• Launched a comprehensive training/certification program that reduced employee turnover 70%, eliminated 80% of
service claims, and dramatically improved overall performance.
• Turned around a struggling co-op advertising association (ADI) for 70+ Jiffy Lube franchises as elected President.
Renegotiated and cut vendor debt 50%, and launched a $1.2M marketing campaign that destroyed the competition.
GENERAL MANAGER – THE HAVI GROUP 1981 – 1989
$8B, 9K-employee private company with global portfolio of supply chain, packaging and marketing businesses serving world-leading corporations
– Abbott, BP, Coca-Cola, General Mills, McDonald’s, P&G, Microsoft, Shell
Earned a reputation for new business creation during a period of global expansion and growth into a $2.5B company. Led
the seamless start-up of 5 domestic and international operations. Highlights:
• Established 2 US operations, and scaled the combined enterprise to $150M and 220+ employees to support
McDonald’s aggressive expansion. Awarded “Highest Performance” distinction during the 1
st
year of operation.
• Launched operations in 3 countries to build out the Asia market. Served as the foundation for what is today HAVI
Supply Chain Solutions in Asia, 1 of 3 global business segments of a multi-billion dollar enterprise.
• Held full P&L for a $15M, 60+ employee Southeast Asia integrated supply chain and production operation for 4 years.
GREGORY S. ROCQUE Page 3
CORPORATE BOARDS
BOARD MEMBER – POSITRONIC INDUSTRIES 2009 – Present
Selected as the only outside advisor to new generation of owners of a private, family-owned global manufacturer and
distributor of electronic connectors for the military, aerospace, communications, medical, industrial and test equipment
sectors. Conceived and structured globalization plan and next level business strategies.
BOARD MEMBER – DRIV-LOK, INC. 2004 – Present
Provided governance oversight during change of ownership of a private engineering company and world leader in fastener
solutions for the world’s leading manufacturing companies.
BOARD MEMBER – VISTAGE INTERNATIONAL 1993 – Present
Advisor to a professional organization catering to 14K chief executives leading $5M to $1B+ companies across the globe.
EDUCATION
BS, BUSINESS ADMINISTRATION – BRADLEY UNIVERSITY 1981
KEMPER SCHOLAR on BUSINESS ETHICS – ELMHURST COLLEGE 2001
I believe today, more than any other time in history:
“Great companies will not be created by an extraordinary individual.
Great companies are created by ordinary individuals who become extraordinarily aligned.
Great leaders create that alignment.”
doc_629095300.pdf