CONFIDENTIAL RESUME (Still Employed)TOM FREDERICK1341Langham PlaceFort Worth, TX 76110(682) [email protected]
Chief Executive OfficerAccomplished in driving revenues, growth, and profit improvement
Career Highlights
Doubled sales from $102MM to $209MM in three years through development of new channels, strategic growth initiatives and successful merger integration.
Reduced operating costs by $5.0MM via consolidation and innovative process improvements.
Identified, evaluated, and acquired six companies with
$155MM in combined revenue.
Successfully turned around an under-performing home-builder and four distressed manufacturing companies.
Recruited, coached, and mentored seven employees who became Presidents of affiliated companies.
Professional Experience
Longhorn Banking Corporation, Dallas, TX
$2.0 billion (assets) privately owned bank. Longhorn Bank acquires individual loans and loan portfolios from different sellers including the FDIC, the Small Business Administration (SBA), and numerous private sellers.
Team Leader, Loan Acquisition Corporation, Dallas, TX
Recruited to consult on issues concerning residential construction; promoted to acquisition Team Leader. Directs a team of securities and loan analysts who devote 100% of their time to analyzing potential acquisitions. Transaction analysis includes validating loan documents and other agreements, assessing market factors and business viability, determining lien position, and evaluating collateral and guarantees. All prospective deals are presented directly to Andy Beal, owner and President of Longhorn Bank. In six months, Longhorn Bank has purchased over $750MM of loans from failed banks.
Excalibur Homes, Memphis, TN - 2006 to 2008
$116MM privately owned real estate developer and national homebuilder.
President, EH Group Texas LLC, Dallas, TX
Recruited by directors to start up a new Texas-based high-end homebuilding division. Directed all aspects of operations including corporate formation, land acquisition, staff retention, product development, and management of purchasing, construction, sales, and marketing.
Reason for Leaving
The parent company was subject to too much inventory and not enough cash, and creditors forced operations to be suspended.
Lynx Building Group, Dallas, TX - 2003 to 2006
$216MM privately owned real estate developer and national homebuilder based in Chicago, IL. The company operates in Illinois, Wisconsin, Ohio, Florida, Texas, and Arizona. Tom was hired to lead corporate development and was subsequently promoted to Southwest Division President.
Vice President, Corporate Development - 2003
President, Southwest Division - 2003 to 2006
Responsible for rebuilding the management team and turning around the operations of a newly acquired division. Improved EBIT by $3.0MM over two years.
Restructured sales team, launched new products and added joint ventures improving sales by 78% to $47MM.
Closed under-performing locations, sold excess assets, and reduced inventory by 8.3%.
Streamlined purchasing and production lowering COGS by 3.7%, reduced SG&A by 12.6%.
Reason for Leaving
With the start of an industry-wide downturn, Lynx Building Group consolidated its operations under family members. The Division President position in Texas was eliminated in the consolidation.
Heavy Construction Categories (public limited company) (HCC plc.) / Diamond Industries, Inc., Architectural Products Group (APG) - 1995 to 2003
HCR plc. is a publicly traded Glasgow, Scotland based international leader in the construction materials industry with $10B in annual revenues. Diamond Industries is a U.S. holding company with $3B in revenues, the largest manufacturer of building materials and architectural products in North America. Domestic operations are based in Atlanta, GA.
President, Diamond Industries APG West Region Dallas, TX - 2001 to 2003
Directed the largest APG region with ten diverse manufacturing and distribution companies, $280MM revenue and 1,350 employees in thirty-five facilities.
Improved EBIT by $6.0MM (27%) despite a 2% post 9/11 decline in sales.
Boosted RONA from 14.1% to 18.2%; best performance of six-region architectural products group.
Consolidated operations to eliminate $2.0MM of redundant overhead.
Lowered operating costs by an additional $6.4MM and increased production by 10% through innovative process improvement initiatives.
Cut accident rates in half; best performance in the architectural products group.
Executed a restructuring and revitalization program for a $40MM roof tile manufacturer with 240 employees.
Improved from breakeven to a $1.9MM profit in one year; $3.4MM profit in two years.
Formulated and taught leadership courses on recruiting, skills development and coaching.
President, APG South Region Atlanta, GA - 1998 to 2001
Created and led a new APG region with six manufacturing and distribution companies, $102MM revenue and 1,000 employees in twenty-four locations.
Established and upheld the best safety record in Diamond Industries APG.
Almost doubled regional sales from $132MM to $250MM while maintaining a RONA over 20%.
Led the acquisition and integration of three manufacturing companies.
Directed the design, construction management, and start-up of a new plant; considered the most successful start-up in APG history.
Combined annual revenue of acquisitions exceeded $67 million.
Designed and implemented capital effectiveness programs.
Recruited and developed seven employees who became Presidents with affiliated companies.
President, Pontiac Aggregates Atlanta, GA - 1996 to 1998
Assumed
