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    Turnaround President COO CEO in USA Resume Gregory Buckley

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    Gregory Buckley has been successful in 6 completely different industries, each with different key metrics that drive their success.

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    Turnaround President COO CEO in USA Resume Gregory Buckley

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    GregoryBuckley
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    Gregory Buckley has been successful in 6 completely different industries, each with different key metrics that drive their success.

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    Gregory Buckley has been successful in 6 completely different industries, each with different key metrics that drive their success.

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    793 views3 pages

    Turnaround President COO CEO in USA Resume Gregory Buckley

    Uploaded by

    GregoryBuckley
    Gregory Buckley has been successful in 6 completely different industries, each with different key metrics that drive their success.

    Copyright:

    © All Rights Reserved
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    of 3

    GREGORY BUCKLEY

    Profitable Restructuring & Radical Growth


    www.linkedin.com/in/GregoryBuckley United States [email protected]

    Solving urgent leadership problems: when your CEO steps down, I step up
    If you would like to learn how I can transform your struggling company,
    I will give you a free two-hour consultation, contact me:
    www.linkedin.com/in/GregoryBuckley
    Industries/Verticals: Mobile Software Apps, Consumer Goods, Auto Parts Distribution,
    Restaurants, Auto Insurance, Musical Instruments, Manufacturing, Logistics, M & A

    TURNAROUND PRESIDENT, COO, CEO, INTERIM CEO


    OPERATING PARTNER
    Vision-Driven Teambuilding Maximizes Shareholder Value Charismatic Leadership
    Execute Synergistic M & A Strategic Repositioning
    Creating Competitive Advantage Financial Restructuring
    Turnaround Transformations
    P&L / ROI

    Expanded Distribution Channels


    Captured Market Share
    Optimizes Resources

    I have been successful in 6 completely different industries, each with different key metrics that drive
    their success. What sets me apart is my ability to break an industry down to its elemental levers
    and then figure out the most competitive/disruptive/profitable way to put it back together.
    Harvard MBA 8 TOWERING STRENGTHS TOP 1% IQ TOP 5% CREATIVITY 63
    I passionately target PERFECTION and only back off to practical reality. This approach creates
    huge profit gains in strategic repositioning. We avoid incrementalizm.
    DRIVING AMAZING GROWTH (I love helping companies grow)
    45% average EBITDA compound growth
    Over 100% Sales compound growth
    $13MM to $147MM in 3 yrs., $30MM to $130MM in 2 yrs., $600MM to $1BB in two yrs.

    EXTRAORDINARY TURNAROUND GURU

    EBITDA UP 35% $36,000,000 in two years


    EBITDA UP from $280,000 to $3,600,000 in four years
    EBITDA UP 35% in two years
    Invested for the FUTURE back in the business to create advantages

    M&A/DIVESTITURE AND FINANCIAL STRUCTURING EXPERT


    Sourced and executed 25 acquisitions, 17 divestitures
    Flipped three companies successfully

    WORLD-CLASS TEAM LEADERSHIP AND CHANGE AGENT FOR TURNAROUNDS

    Built strong camaraderie even with 100%+ annual growth, energized teammates
    Versatile leadership: sales rates me expressive, finance rates me analytical, operations rates me driver
    Recruiting magnet: hired 30 smart/driven/compatible MBAs from Harvard, Chicago, Darden, Wharton & Fuqua
    Open door accessibility, metric driven and assembles a vision-driven self-starting team

    GREGORY BUCKLEY

    [email protected]

    Page 2 of 3

    DISRUPTIVE REPOSITIONING TO EFFECTUATE TURNAROUNDS


    Combined 15 silo distributor businesses into 1 with 10 Margin Points profit improvement
    Invented Progressives mobile claims offices: the white cars with blue Progressive on side
    Guaranteed delivery next day or free internet auto parts business from $0 to $5MM in first year sales

    INVENTIONS AND INNOVATION (I listen to the customer intently)

    Created the first acoustic guitar with built in digital signal processing
    Invented two mobile app platforms that are expected to exceed $100MM each
    Conceived of and built the foundation for Progressives internet platform
    Created strategic segmentation of customer base radically increasing market share (+25%)

    STRATEGIC PLANNING & IMPLEMENTATION TO GET COMPANIES OUT OF TROUBLE

    Executed strategic acquisitions for Miller Auto then divested non-core divisions
    Utilized intense geographic penetration to out-market spend key competitor
    Repositioned Gibson Guitar to bypass distributors and go direct to consumers in China
    Put 200 Dominos out of business with a comprehensive strategic game plan

    PROFESSIONAL EXPERIENCE
    IGLOBEAPPS, ATLANTA, GA
    2014 PRESENT
    TURNAROUND PRESIDENT, COO, CEO, BOARD OF DIRECTORS
    CEO for iGlobeApps: a SaaS Mobile Apps Development company. USA core team with own India programmers.
    Native apps for iOS, android and windows based smart phones and tablets. Web based support is fully integrated
    into the larger organizational systems. Products will span web/tablet/mobile with extremely high UX.

    Invented and created two new Mobile App platforms


    Prioritized capital allocation for six existing products
    Developing social media marketing engine to launch apps

    GIBSON GUITAR CORP ($1B), Nashville, TN


    TURNAROUND PRESIDENT, COO, EXECUTIVE COMMITTEE

    2012 2014

    COO with full P&L authority for $1B rapidly growing international brand with global manufacturing facilities
    and dominant market share in the Musical Instruments and Audio Industries. Management accomplished a
    $300MM public company takeover in Japan (TE AC) that took Gibson to the $1B level. Instrumental in setting
    new strategy for movement in the e-commerce area.

    Record high first quarter results with 16% organic sales growth and 46% EBITDA growth
    Restructured the sales & logistics infrastructure in China with 50%+ sales increases
    Developed innovative new product line-up for the 2013 product year and put into production
    Increased targeted market share by 10 share points in the first quarter 2013 with new product

    MILLER AUTO PARTS INC/JOHNSON INDUSTRIES ($150MM), Atlanta, GA


    TURNAROUND PRESIDENT, COO, CEO, BOARD of DIRECTORS

    2006 2012

    Grew auto parts distributor from $13MM to $147MM. Increased EBITDA from $280,000 to over $3.6MM.

    Created ecommerce auto parts company (AutoPartsTomorrow.com): reached $5MM in first year
    Sourced, negotiated and closed 25 acquisitions/divestitures
    Negotiated and closed four different Bank lines up to $30MM
    Achieved dominant 100% market share Delco/Motorcraft in western PA
    Cost reduction: 20% lower acquisition costs, 10% lower delivery and warehousing
    De-leveraged & pivoted company by selling off $37MM of non -core divisions ($9MM profit)
    Experienced in Board management: created agenda and directed meetings

    [email protected]

    GREGORY BUCKLEY

    RESTAURANT ACQUISITION CORP ($40MM), Atlanta, GA


    TURNAROUD PRESIDENT, COO, CEO, BOARD CHAIRMAN

    Page 3 of 3
    1997 2005

    Turnaround and sale of $40MM revenue, 19 unit restaurants chain based in Atlanta. Reversed declining
    revenues and improved profitability by 30%
    MICKS RESTAURNTS: 11 unit casual dining
    Recruited VP of purchasing from large chain, reducing COGS by 15% and overhead $2MM
    Hired an executive chef that WOWed customers with new menu items -15% sales lif
    Comprehensively remodeled units to increase appeal and production, with 22% IRR
    Successfully divested Micks business units to multiple buyers from 2003 to 2005
    PEASANT RESTAURANTS: 8 unit fine dining
    Grew and sold 8 fine dining restaurant units. Reduced costs by 20%: eliminating $500,000 in overhead
    through restructuring and creating $700,000 savings in purchasing.

    Strategically repositioned and reinvigorated three key res taurant concepts with 40%+ IRR
    Achieved Best of Atlanta awards on restaurant concepts

    QUINCYS FAMILY STEAKHOUSE a KRR Company ($4B), Spartanburg, SC


    TURNAROUND COO, PRESIDENT

    1993 1996

    Recruited by Private Equity firm KKR to execute a turnaround of a $300MM revenue company with 203
    outlets. EBITDA had declined 32% in the previous two and a half years.

    Achieved #10 in growth rating in 1995 of top 100 chains ($12MM ad budget)
    Improved EBITDA 25% in two and a half years from $28MM to $35MM
    Remodeled store concepts achieving 35% growth
    Executed LOI for $210MM buyout with KKR #2; KKR Chairman (Henry Kravis) killed the deal

    PEPSICO PIZZA HUT ($30B), Chicago, IL


    DIVISION VICE PRESIDENT

    1991 1993

    P&L responsibility for $500MM revenue from 900 company rest aurants. Coordinated an additional 500
    franchise units. Built and opened 92 new stand -alone Delivery/Carryout units in two years.

    Achieved IRR above 100% on 180 existing restaurants by adding delivery services to their businesses
    Consolidated from seven advertising agencies to one, saved $600k per year
    Created a One Phone # marketing approach that raised sales 10%
    Launched many successful new products resulting in 10% sales growth ($50MM ad budget)

    PROGRESSIVE INSURANCE CORP ($3B), Tampa, FL


    GENERAL MANAGER, SOUTHEAST

    1989 1991

    Grew sales from $30MM to $130MM. Improved profit 22 margin points to the industry best.

    Strategically positioned the business to dominant 50% market share, disrupting the competition
    Innovations for Progressive resulting in a $100MM sales, $36MM EBITDA lift:
    o Executed one-hour guaranteed claims response by creating mobile claims offices
    o Invented & implemented PC based processing system; reduced expenses from 33% to 23%
    o Segmented agents, which improved margin by 5% and increase d market share to 90%+

    EDUCATION & PROFESSIONAL MEMBERSHIPS


    Harvard Business School MBA

    University of Michigan BS, Mechanical Engineering (with honors)

    MEMBERSHIPS
    National Association of Corporate Directors Technology Association of Georgia Turnaround Management Association
    The Indus Entrepreneurs Mobile Monday Young Presidents Organization Harvard Business School Club

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