Gary D. Kauf, JD

Gary has over thirty years of diverse experience in business management, business development, finance, strategic planning, marketing, sales, business restructuring and lender relationships. Gary has a strong background in manufacturing having served as President, CEO, COO, & CFO of multi-divisional companies with revenues between $5 MM and $1 billion. Among his strengths is the ability to formulate innovative business strategies and solutions and apply them to complex management and technical issues arising when changes are necessary to deal with crisis or turnaround situations; meet long-range corporate goals; or grow business vertically or through acquisition.   

Gary’s varied management and consulting experience includes: $10 billion Telecommunications Company: As senior outsourcing consultant, assessed outsourcing requirements, prepared outsourcing RFPs, and negotiated 10 year program with major service suppliers resulting in annual savings of $300 million.

$150 MM manufacturer of automotive components, aerospace, mechanical and electronic systems: As interim President turned $360,000 monthly operating loss into $100,000 profit within 6 months. Immediate reorganization steps reduced overhead 30% and SG&A 45%. Developed and implemented strategic growth plan, implemented preferred supplier program reducing material costs 15% per year, improved on-time deliveries, and implemented ISO and JIT in multiple facilities.  Increased backlog from $45 MM to $87 million within a year.  Overall gross profit margins were increased by 44%.

$50 million multi divisional Heat Exchanger and Hydraulic Lift Company: Assessed sales volume, operations, potential market transition, and growth initiatives, and proposed cost reduction initiatives including divestiture of a division. Recommended approval of additional financing strategies to lender leading to increased capitalization of $14 MM.

$25 million vacuum forming and beverage cooler manufacturer: As interim COO/CFO implemented $5.0 million in annual cost savings, negotiated forbearance agreements and new loan agreements with lender including a $6 MM increase in operating lines of credit. Spun off a Distributorship and divested a Division through an asset sale to increase viability.

$10 million point of purchase display company:  As interim President, increased sales by $4.5 million within one year by establishing account sales objectives and incentive programs.  Negotiated world wide patent royalties on basic design mechanisms. These steps together with traditional turnaround actions to reduce costs and overhead turned a $500,000 loss to a $750,000 profit in eighteen months.