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- Our Team
- Arun Vedhanayagam – Information Technology & ERP Systems
- Barbara Cornett, MIM, BSC
- Brian Shiau, MBA, CFA
- Bruce O. Blagg – Information Technology, Supply Chain
- Carroll D. Warner
- Charles A. Johns – MBA
- Don Gunther
- Edmund Scordato, CPA
- Faith Washington, RPh, BSPharm, Pharmacist, CSCS, CPT – Personal, Entrepreneur, & Executive Coaching
- Fred N. Davis III
- George Cassiere, MBA, ASA, CFA – ESOP’s and Valuations
- Hilary Hemm
- James R. Malone
- Jeffery P. Swoyer, MS HRD – LEAN, Emotional Intelligence, Organizational Development
- John A. Pryor
- John R. Hamill, MS
- Jon Verbeck, CPA
- Mr. Jonathan Trimble, Senior Director, Technology and Cybersecurity
- Hon. Col. Karl D. Reed, MBA
- Kenneth M. Russell, MBA
- Lane Morlock – General Management Executive
- Lindsay White
- Lissa Weissman
- Mark Gauthier, MBA
- Maz Akram, MBA
- Paul Fioravanti MBA, MPA, CTP – CEO & Managing Partner
- Paul Keipper, MBA
- Paul Slater
- Peter C. Meinig
- Peter Cotton – Sales, Sales Management Recruitment, Building Sales Teams
- Rhonda Hollady – HR, Labor Relations, EHS Training & Compliance
- Richard Reighard, CPA
- Scott E. Kingdom
- Stephen E. Markert Jr.
- Tom Davidson
- Tom Pesaturo – LEAN, Manufacturing Optimization; Six Sigma Black Belt
- Tricia Garthoeffner, ABV, CVA, MAFF, EA, MAcc – Valuations
- Vincent L. Persiani, CPA, CGMA, CCIFP
- Dr. William F. Coyro, Jr., DDS
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Nautic Global Group
Headquartered in Elkhart, Indiana, Nautic Global Group was one of the world’s largest producers of cruisers, hurricane boats, pontoon boats, specialty fishing boats and bowriders.
Opportunities and Challenges:
- Rollup of four recreational brands (Godfrey, Rinker, Polar Kraft and Hurricane) owned by hedge fund
- Integration synergy opportunities were thought to exist; synergies and strategies were disjointed and the rollup failed to deliver anticipated opportunities.
Solutions and Results:
- QORVAL engaged in the CEO role
- Critical integration teams were formed to drive synergy savings, best practices and culture change
- Served on the management team directing and participating in strategy definition
- Modified and improved critically deficient business practices including bill of materials, product concept to production, pricing strategies, facility rationalization, and global sourcing strategies
- QORVAL led efforts to transform the company and prepare it for exit through a sale process in part or whole.
- Significant operational overhead savings
- Redirected company from “adrift at sea” to “clear direction and course”
- Improved dealer relations and sales and marketing strategy
- Focused on products and initiatives that produced profit
- Modeled company to optimize profits post-sale (helped buyers see the opportunity)
- Led sale of company
- Identified buyer
- Closed sale
- Jobs and lines saved
- The company survived, but changed form, ultimately integrated and sold with Bennington Marine to Polaris Industries for $850MM
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