Christopher E. Holmes
Newburyport, MA. *****
E-Mail: firstname.lastname@example.org • Mobile: 203-***-****
Senior Executive / High Technology
Established ‘C’ leader of multiple profitable private and publicly owned stand-alone businesses. Board Member, Strategic Planning, Operational Transformation, Value Creation, Enhanced Business Development, P&L Performance Improvement, Organizational Design and Optimization
Master’s Degrees in Business Administration and Systems Design & Management
Summary of Experience
Systron Donner Inertial – Concord, CA – December 2017 to March 2018
Interim President and CEO. Leader of a $30M mems inertial products business tasked with creating a profitable, stand-alone business for eventual transition to new ownership reporting directly to the board of directors. Responsible for establishing all needed business functions to enable separation from previous corporate parent. Full responsibility for development of annual operating plan including financial forecasting, manpower planning, technology development roadmap and design of organizational structure.
Identified and deployed key operational metrics to enable business to focus on necessary actions to achieve break-even performance in first year of operation after absorbing new overhead cost structure. Created major focus on scrap and rework enabling reduction from 10% to 8% of annual sales within a calendar year.
Blue Wolf Capital – New York, NY – September 2016 to December 2017
Operating Partner. Dedicated resource deployed as part of diligence team to assess new acquisition opportunities from an operational improvement perspective using experience and proven track record of success. Also assigned to existing portfolio companies to enable further value creation through development and deployment of operational improvements and performance metrics in conjunction with management teams.
Assessed over 300 companies for potential acquisition by creating necessary investment thesis for high potential targets along with IRR models and 100-day post acquisition plans.
Channel Technologies Group – Santa Barbara, CA - January 2016 to September 2016
President and Chief Executive Officer. Leader of $30M privately held (Blue Wolf Capital) company focused on undersea warfare and acoustic systems. Charged with significant turn-around challenges to enable company to move to a profit-making position. Reorganized entire senior and mid-tier organizational structure. Installed key reporting mechanisms to enable timely, accurate and complete financial and operational metrics enabling better forward visibility to improve management of the company.
Re-started product development process to enhance company’s product offering in the market place. Stabilized poorly performing programs to understand longer term future performance of the company. Sold non-core / non-strategic business units to refine company strategy. Re-structured company’s debt to provide necessary liquidity to prepare business for re-direction and exit from certain sectors of the marketplace.
RM Techtronics – East Berlin, CT - November 2014 to December 2015
Chief Executive Officer. Leader of newly formed privately-held company focused on electronic systems supplied primarily for aerospace and defense communications applications. Responsible for all aspects of both parent company and subsidiaries. Charged with growing the organization primarily through the acquisition of complimentary companies while enabling organic growth. Established and maintained all features and processes required for business to function effectively both day to day and on a longer-term basis. Responsible for reporting quarterly performance, strategic objectives and acquisition status to board of directors, limited partners and institutional financial sponsors.
H Equity Partners – Darien, CT - February 2012 to present
Managing Partner. Founding partner of private equity firm focused on companies in the industrial and high technology sectors with $50 - $100M in revenue. Responsible for all operational and strategic elements required for identification, assessment, acquisition and operational improvement of portfolio companies. Primary role to achieve operational improvements of acquired companies consistent with investment thesis by overseeing or reconfiguring business’ strategies, organizational structure, technologies and manufacturing processes. Positioned to assume interim CEO role to (re)-establish proper management of acquired company, as required.
Strategy & Operations – Avon, CT - June 2010 to January 2012
Advisor. An independent resource providing industry insight and operational assessments of potential acquisition target companies specializing in long-term strategy, technology development and deployment, market place situational awareness and competitive position in support of investment thesis diligence. Focus primarily in the High Technology, Aerospace and Industrial sectors. Provided to Private Equity and Investment Banking firms needing additional resources during initial assessment through diligence phases.
Assessed multiple acquisition targets with focus on operational improvements, the further deployment of intellectual property and organizational structures in support of the development of an investment thesis. Provided resource for immediate ‘C’ suite installation as transaction requires.
Atlantic Inertial Systems – Cheshire, CT - 2007 to 2010
President – Chief Executive Officer. Leader of a world-wide military privately held electronics business with annual sales of over $200M, 800 personnel with five sites in the US, UK and Japan. Responsible for successful development and implementation of business strategy and vision for entire enterprise. Core products being a large array of sophisticated MEMS and electro-mechanical inertial measurement systems for airborne, land-based and space applications. Doubled business profitability through rigorous operational improvements (cut scrap and rework by $8.0M in one year), developed of strong business development function and created an entrepreneurial, agile and risk tolerant organization. Business was acquired for $140M and sold to Goodrich for $375M creating a 4.2X return for shareholders.
Established effective high-level relationships with all key customers to permit proper alignment of internal business and technical strategies to customer needs. Significantly reduced product development cycle in turn enabling a shorter time to market capability than other major competitors. Established and chaired unified R&D planning and review with all key business technical leaders on a monthly basis. Significantly improved employee focus on core business elements while enhancing quality of life for entire business.
Goodrich Electro-Optical Systems – Danbury, CT - 2005 to 2007
Vice President / General Manager. Strategic business unit leader for $200M, seven-business line, 600 employee, two-site operation. Core products being sophisticated space, airborne and ground base electro-optical systems and sub-systems. Demonstrated ability to grow both top and bottom lines of business by over 10% per year. Executing five year strategic plan to grow business to $250M through indigenous growth, technology development and acquisition.
Tasked with creating world class organization through program execution, continuous improvement and operational excellence. Drove cost of poor quality to below 1.5% of sales while driving on-time delivery to above 95% from 67%. Reduced past due (over 31 days) accounts receivable to less than $10K from a high of $8.0M. Created an environment capable of attracting and retaining extremely unique and highly specialized technical skill sets.
Goodrich Space Flight Systems – Albuquerque, NM - 2002 to 2005
Vice President / General Manager. Highly visible leadership role overseeing strategic direction, operation, business development, compliance and financial results for $41 million, 120,000 sq. ft., 250-employee specialty electronics design and manufacturing facility. Primary markets: space qualified electronics, launch vehicle electronics, and classified defense projects. Serve as primary customer interface for all leadership decisions regarding proposal approval and contract negotiations. Champion of site continuous improvement activities targeting a 40% overall reduction in operating expenses over five years.
Challenged with driving major change initiatives for financially insolvent organization with key focuses on (1) improving overall business performance, (2) enhancing antiquated facility and equipment infrastructure, (3) defining new business development strategy, (4) increasing employee morale and retention, (5) implementing effective program management and control processes.
L-3 Communications Henschel – Newburyport, MA – 2000 to 2002
Vice President, Engineering. Key leadership position with major responsibilities and significant impact on overall business strategy. Led strategic product direction, product definition and validation, architectural design and implementation, as well as recruiting and motivating a highly specialized development team for shipboard communications and control systems. Coordinated with balance of the company for delivery of products and enforced scheduling to meet customer delivery requirements.
Challenged with building scalable, repeatable, best practice development methodologies. Required (1) rebuilding technical department, (2) improving technical proposal process, (3) expanding technical presence in the marketplace, (4) creating an effective design and program management process.
B/E Aerospace Corporation Seating Products Group – Litchfield, CT – 1999 to 2000
Director of Engineering / Programs. Provided management and control of all aspects of aircraft passenger seating programs for Main Cabin and Regional Aircraft, from contract to post-delivery support. High-level focus on cost, completion date and resource allocation, as well as providing expert resolution of technical issues. Directly interfaced with highest levels of airframe OEM and airline customers. Responsible for 80+ reporting personnel including program engineering, design engineering, program management, certification engineering and design services.
Challenged with creating a disciplined approach and strong understanding of product requirements capture/refinement, development tools architecture, platform integration, and usability. Required turning around (1) poor communications between technical and program management teams, (2) low supplier rating from Airbus Industries, (3) unsynchronized program reporting and operations planning functions.
Responsible for ensuring proper organizational alignment with evolving both FAA and CAA regulatory environment impacting passenger safety and electronics installations
Early Career: Platform Team Leader / Development Operations Team Leader S-76 and H-60 Helicopters
Project Manufacturing Engineer for Special Programs and Development Aircraft Sikorsky Aircraft Corporation – Stratford, CT - (1989-1999)
Production Mechanical Engineer for Airborne, Shipboard and Land based Electronic Systems, United Technologies Norden Systems – Melville, NY (1985-1989)
Board Positions: Channel Technologies Group – 2016 to 2017
RM Techtronics – 2014 to 2016
Atlantic Inertial Systems – 2007 to 2009
Education: MS – System Design and Management, MIT – Sloan School of Management (1998)
MBA – Operations Management, Rensselaer Polytechnic Institute (1992)
BS – Mechanical Engineering, New York Institute of Technology (1988)
Clearance: Prior TS/SCI with CI polygraph