One NBT P&L CPG Executive increased sales 52% (to $.5+B) and EBITDA 100% (to $100+M) over 8 years with increases each year, introduced over $100M in new products, acquired successful new brands and sold non-core brands, raised capital through NYSE and AMEX stock offerings and drove the use of systems and technology, reducing cost by $20M a year.
An NBT Pharma Executive achieved a 16% annual compounded growth rate over 10 years, made a money-losing business profitable in 8 months, grew global market share from 1% to 10% while increasing sales from $28M to $130M, forged a new global business from 1 US and 2 Japanese companies growing sales from $10M to $62M and led a $.5B global integration.
As business unit CEO, an NBT Professional refocused and energized a communications business operating in more than twenty countries throughout Europe, Asia and the Middle East, growing revenues fifteen fold in three years; from $15 million to $225.
Another NBT Leader, responsible for $1.1.B in revenue and more than 5K employees, increased sales of telecommunications/network equipment/services by 22% and profitability by 16%.
Execution and Operations (CEOs and COOs)
An NBT CEO led a $250M CPG business (with branded and private label lines and contract manufacturing) increased sales by 22% and profits by 200% by refocusing efforts and increasing responsiveness through new systems and reorganized and consolidated operations saving $500M.
AN NBT professional successfully led a $40 million health care business with operations at 33 facilities in 14 states, maintaining EBITDA despite a $6M loss in revenues resulting from an economic pullback, cutting operating expense by more than $1.5M with no loss in quality and reducing bad debt to an industry leading 2.5%.
An NBT Operations Executive doubled productivity during a period of 250% sales growth, introduced new technologies which drove more than $40M in new product sales for a capital equipment and parts manufacturer and improved on time shipments from 60 to 97% while reducing lead times from 16 to 12 wks.
Mergers, Acquisitions, Sales and Going Private/Public
An NBT P&L Executive led the $1.3B sale of a major food business to a PE firm, helped a portfolio of well known domestic and international brands grow revenues from $384M to $1.1B, achieved 20% growth in sales and profits by conceptualizing and implementing restructuring of existing businesses, acquired (or licensed) new brands, led a $40M sales increase in a foreign market and effected cost savings of $.5B through development of better new product procedures.
An NBT CEO successfully guided one of the largest stock photography companies in the world through divestiture, retaining key employees & achieving or exceeding previously unmet sales objectives and converted its achieves to digital format & spearheaded an internet sales efforts.
An NBT Leader in CPG spearheaded 9 acquisitions
and 2 divestitures and built significant international business and
transitioned companies from public to private and from private to public.
Positioning Enterprises and their Products (Marketing Executives)
As COO, an NBT Professional transformed a respected analog map maker with an outmoded business model to extremely profitable world leader in digital mapping, including identification and introduction of state of the art technology and promotion of strategic vision to customers and staff.
A multi-lingual NBT Leader started new business ventures, repositioned and branded existing operations for a US equipment manufacturer and successful led direct sales and management teams at the national and global level, delivering 60% annual growth for 6 consecutive years in Europe and 100% increase in first year sales in North America for a new business formed from an acquisition.
Financial and Capital Markets (CFOs)
One NBT Financial Executive raised over $1B in public and private markets in IPO, and secondary stock offerings, PIPE’s and debt (including high yield, LBO, and bank syndication), increased profits by 30% and completed over 14 transactions including acquisitions, divestitures, product licensing, and joint ventures and developed corporate wide business strategies, establishing milestones & designed operating metrics which brought about changes to the business focus.
Another NBTFinancial Executive originated & structured $21+ B in asset backed financing, including identifying financing opportunities, securing investors and executing the transactions, syndicated $3B in investment grade debt, raised $60M in equity funding, obtained senior unsecured ratings from S&P and Moody’s and was a key player in structuring the breakup of a $34 B firm into 4 public companies.
People Management (CHRO)
One bi-lingual NBT HR Leader, with global responsibility for the HR, Security and Medical functions for a chemical operation with $16B in revenue and 15,000 employees at 85 locations, implemented a totally automated HRO model which reduced HR staff significantly and cut annual costs by 30+% and instituted benefit and pension changes which saved $11.5M annually.
Information and Systems Management (CIO)
An NBT CIO Professional integrated personnel from multiple units into a single technology organization providing support to 2,000+ employees and 800+ contract translators in 20+ U.S. offices and 14 countries around the globe; reduced IT headcount by 48% and at another company reduced annual IT expense spending by 40% and annual IT capital spending by 50%.
Responsible for software development for a major vendor, an NBT Technology Executive increased sales by 23% through upgrading fulfillment systems to best in class status, reduced loss by 7% with a new fraud detection system and launched new revenue streams with a $100M increase in revenue.
As Chief TechnologyOfficer for a major research institution, an NBT Technology Executive defined market and technical requirements for a new service offering with $1B annual revenue potential and conceptualized, funded, and presented another new service with $.7B in annual revenue potential.
Driving Sales (Sales Executives)
Recruited to lead all strategic planning, marketing, and sales for this $275M industry leader in computer graphics technologies, an NBT Sales Executive increased sales by 28% and improved customer retention by 90% in three years.
As President of the International Division of an automated equipment manufacturer, an NBT executive oversaw a 100% increase in European sales with 60% expansion in new customers, 300% increase in Asia Pacific Sales and 50% increase in EBIDTA to 30% over 18 months.
Responsible for global marketing of a telecom offering, an NBT Marketing Executive transformed an under-performing organization into a segment aligned, functionally focused team, reversing market share decline and achieving 17% (quarter over quarter growth) and largest market share within 6 months.
As Chief Sales Officer for a major lender, an NBT Sales Executive achieved 166% of sales target in one year (with $.6B in sales) and 157% in the next (with $1B in sales) and established 20 new global vendor relationships.
One NBT Entrepreneur, with industry leading success at some of the largest CPG firms, just created a new virtual niche CPG company, capitalizing and negotiating contracts with investors, a major celebrity, co-packers, brokers and vendors.
Another NBT Entrepreneur conceived and co-founded an internet services company which achieved triple digit growth every quarter from inception, was managing 7,100 events with 30M participants within 3 years and was selected as one of the “Top 50 Private Companies in the World by Red Herring Magazine and was also named by Harvard University as “One of the Top 25 Companies Changing the World.”
Change Management and Turn-Arounds
Responsible for building a new global accounts organization for a major division of a $5.5 billion international leader in transaction processing, data and information services, this NBT Executive with responsibility for $550M in revenue and 21,000 customers, developed and implemented the infrastructure and management process resulting in increased sales of 26%, revenues of 14% and customer retention of 92%.
An NBT Medical Device Sales Executive turned a $3M annual loss (on sales of $11M) into a $4M annual profit (on sales of $43M) and led 5 worldwide business units with aggregate annual sales of $100+M and plants and distribution in 10 countries, achieving 33% sales growth despite regulatory and competitive obstacles.
In 3 months an NBT professional, eliminated the loss of a 1000+ professional unit of a professional service firm and made them the most profitable in the country by personally calling on major global clients and restructuring the sales and client relations approaches of the senior staff.
For more information contact Tom Colleton at (908) 277-2056 or via email at firstname.lastname@example.org.