Skin in the Game. Jim Gilreath
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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 leadership of a distressed $32MM, 140 employee lightweight aggregate manufacturing company.
Orchestrated a dramatic three-year turnaround.
Improved EBIT from $3.9MM to +$6.4MM; RONA from -12.9% to +22.3%.
Expanded product line, added new channels and improved distribution resulting in $16MM in sales, or 62% increase resulting in national product leadership.
Increased output by 25% and lowered unit cost from $17.01 to $13.16.
Established record production of four years without a lost time accident .
Rated first in safety among forty-six other Heavy Construction Categories (HCC plc.) companies, groups, and divisions.
Vice President, Development, Diamond Industries, APG Atlanta, GA - 1995 to 1996
Coordinated corporate development for a $220MM product group including acquisitions, strategic planning, and special projects.
Identified, evaluated, and acquired three manufacturing companies; actual results substantially exceeded board criterion.
Developed and executed plans to construct four Greenfield plants; each came in on time and under budget.
D.W. Alexander Dallas, TX - 1984 to 1995
Leading management consulting and financial advisory firm based in New York, NY with U.S. revenues of $9.9 billion. Management consultants to top organizational leadership on issues of strategy, organization, and operation.
Senior Manager, D.W. Alexander ConsultingDallas, TX - 1990 to 1995Title(s): Manager - 1987 to 1990Senior Consultant - 1986 to 1987Associate Consultant - 1984 to 1986
Directed client teams of up to forty-five professionals.
Analyzed complex business issues, applied quantitative methods to diagnose problems, and identified and implemented specific solutions.
Led business reorganization teams to improve marketing and sales, product mix, cost controls, cash management, financing, compensation systems, and asset deployment; representative engagements included Hale Corporation, Wethersfield Communities, Universal Homes, John Deere, Dallas Fort Worth Bank, Silicon Valley Bank, and Third Republic Bank.