Executive Leadership Alliance

C-Level Executives Resumes and Biographies

Below are resumes of C-Level executives

Dean Abrassart
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As COO of Serene Oncology he created and managed the project plans and day to day operations to develop a new radiopharmaceutical therapy.

As VP of New Business Development at Sorbent Therapeutics, Dean was involved with raising $14M in Series A (Dec-2005) and $22M is Series B (2010) financing for Sorbent.

While at Dow, Dean was successful in leading the “spin-out” of a new VC backed company – Sorbent Therapeutics, Inc., He led and managed the team to opened an new IND with FDA for new compound (CLP), headed the team to run a Phase 1b clinical trial with new compound for End Stage Renal Disease (ESRD).

Under his leadership the team created a portfolio and project development plans for a new growth platform in medical arena that identified potential markets to grow Dow by $3B.

Robert Anderson
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After appointment as COO, reversed $1 million annual loss to $500,000 annual profit and reorganized sales force territories and changed incentive plans increasing revenue $3 million within 12 months; also managed design and implementation of CRM software changing sales processes facilitating additional $1 million annually.

As CFO, initiated business analytics generating weekly and monthly sales reports increasing number of orders per sales person by 20% and revenue by $200,000 each; created formal process to select vendors, lowering COGS, increasing margins 25%; and initiated and deployed various marketing strategies to increase lead generation while reducing marketing costs by $500,000 annually.

As Regional VP responsible for business unit turnaround, reorganized sales force providing enhanced training, target lists, and redefined territories, increasing revenue $5 million within 12 months; implemented performance improvement programs, reducing labor costs $2.5 million; and designed and implemented specific risk control and safety strategies saving $1 million in physical losses.


Tom Boynton
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Designed and led the execution of a global capital expenditures management system across 23 plant locations using SAP.

Led opening of new consumer products business in West Africa for global manufacturer.

Managed and led transition of third-party logistics business from Illinois to Texas.


Bill Burke
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Designed, introduced and executed sound business practices and growth initiatives, expanding revenue by over 80% with a commensurate increase in earnings.

Led the smooth rationalization, deployment and implementation of a SAP ERP platform, including Lean Manufacturing methodologies, quality systems, plant closing and restructurings.

Launched value added products into multinational food and liquor markets, generating significant growth and gaining exposure to global market dynamics in Asia Pacific, Europe, North America and Latin America.

Sandy Cantwell
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Led incentive plan simplification and standardization. Established organization-wide architecture, guidelines and SOX documentation processes, reducing plan variation more than 30% - from 80 to less than 50 unique plans improving strategic alignment, transparency and simplicity.

Improved business continuity and decision-making through integration of sales reporting and compensation systems with SAP/ERP and Workday/HRIS implementations. Established a research hub to improve data quality controls and determine future complexity and cost reduction opportunities.

Transformed underperforming sales teams to deliver repeatable growth and profitability in dynamic business environments. Improved customer/market segmentation, sales team role alignment, sales processes, tools, technology and training.

Scott Coney
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Shortly after appointment to General Manager, reversed historical financial performance and delivered 51% increase in net income on slightly reduced sales within first full year.

As V.P. Operations, positioned the company to take on $14 million in additional revenue within 1 year by doubling capacity of a leading product line. Implemented Lean Manufacturing techniques (5S, Value Stream Mapping, Set-up Reduction, Cellular Manufacturing) resulting in cycle time reduction of 50%.

As General Manager, identified $9 million in new Business Development and championed the R&D, qualification, and capital efforts.

Paul R. Cox
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Successfully led the development and execution of a global strategy that consolidated 3 independent companies into one global company and saved $40+ million annually.

Improved customer service by linking compensation with customer-based metrics. Enhanced service/infrastructure in Saudi Arabia, Dubai, Australia, China, Korea, Brazil, and Russia.

Improved environmental, health, safety, and security practices resulting in significant improvements in all metrics. Total Reportable Incident Rate (TRIR) dropped from >1.50 to ~0.60, saving millions in Workers Compensation. Achieved OHSAS 18000 certification.

Succeeded in controlling fixed costs and maintaining core business in spite of 2008/2009 downturn by prioritizing resource allocation and coaching team through critical decision points.

James Duke
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Managed $2 billion of risk exposure of $6 billion corporation with further responsibility for creating all financial service products to enable sales sustainability.

Initiated new corporate finance function for global manufacturer with responsibility for developing a vendor finance business through making strategic investments in customers to allow company to grow exponentially to compete with Cisco and Lucent.

As Director of a global manufacturer, created and directed sales finance for Latin America and Asia Pacific regions with enabling new sales growth to reach $150MM in two years.

Tim O. Dunn
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Identified and implemented strategies that were key to the growth in capital from $389 million in 2005 to $724 million in 2010. This growth was net of $140 million in distributions to policyholders.

Developed multi-year strategic plans to address competition, increase profitability, and revitalize the organization. More than 90% of recommendations were accepted and successfully implemented.

Managed global tax planning. Saved over $100 million in taxes through innovative tax strategies.

Active board participation including significant responsibilities within key board subcommittees e.g. executive, audit, planning, reinsurance, investment, budget, and enterprise risk management.

Judy Foley
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Led the Material Classification Structure program to consolidate and achieve a harmonized global data structure for procured items. Provided process and system training to support the global Strategic Sourcing Organization to leverage the capabilities of the Spend Performance Management module in SAP.

High-impact work completed on behalf of property team provided a promotional opportunity to lead, conceptualize and deliver a green field vendor management organization (VMO) within the CNA Strategic Claims Group. Exceeded all targeted objectives and was awarded CNA’s Gold Focus Award for significant contributions and leadership in development of the VMO.

Led strategic cross-functional roadmap sessions with senior executives and s strategic suppliers to achieve best practices.


Dave Gibbons
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Achieved $10 million in incremental sales and secured distribution in 20,000+ retail doors in just 18 months of launching a new device.

Drove sales growth of $7.3 million, at rates of 25% above industry average, which lead to generating all-time record profits at +40% versus prior year.

Created a new 13-country Asia Pacific region where he hired a VP/Managing Director and dedicated local sales and marketing team based in Hong Kong that led to double digit growth.

Re-positioned an iconic brand and led product teams that launched a record setting 42 products in one year generating $75 million in incremental business (20% of turnover).

Led successful turnarounds of a stand alone company and a division of another company leading to a successful sale of both businesses.

Greg Hayward
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As General Manager for ITW Pancon and Ark-Les Connector Unit, I had full responsibility for two P& L’s of the leading supplier of interconnect solutions to OEMs in industries worldwide. Pancon and Ark-Les Connectors were both acquired businesses that I integrated into parent company.

Developed / Implemented Long Range Plans, Annual Plans & Business Strategies. Implemented the “ITW Tool Box” of Lean Best Practices for: Segmented Top Line Growth, improved efficiency, measurable controls, and continuous cost reductions.

Drove simplification and restructuring strategy used to leverage combined divisional 2010 revenue growth of 41% and incremental income growth of 76%.

Brant Kanak
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Served as the CEO of Quanta Fluid Solutions, an emerging medical device firm, and secured commitments for $24 million in venture funding.

As President, directed the launch, growth to $130 million, and ultimate sale of RMS Disease Management, Inc., a start-up healthcare service business.

Led Baxter International’s hemodialysis business, a global, $250 million device business, reversed a sales decline, and achieved 8% growth through new product development and clinical marketing initiatives.

Headed strategy and new venture development for three organizations: Baxter’s US Healthcare Division, Baxter’s Renal Division, and Signode Industries.

Mark Kardon
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Visionary for Belle Hop brand of women’s travel accessories contributing 35% of company sales in first year.

Spearheaded and launched a comprehensive new web site increasing traffic 23% in year one.

Created and implemented the strategy, structure, product line and collateral for a $50 million dealer channel. 


Thomas J. Kenter
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As CAO of Veolia North America, Tom built a shared services organization that supported all aspects of North American operations while producing an expense reduction of $20 million.

Tom was key member of a senior management team that grew its business from $500M to $1.3B in 5 years.

Tom is recognized as an effective leader with a strong ability to develop highly effective team solutions that produce tangible results.

Ken Levin
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Entrepreneurial Business Development

Creative Technology and Operations Executive

Demonstrated ability to deliver on time and budget

Michael Mallen
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Through sophisticated marketing and product development strategies, Michael helped lead USN Communications growth resulting in over $200M in new business in just eighteen months!

Michael created a unique form of software licensing for HarrisData that resulted in over a 95% customer retention rate, 85% current version utilization, and over 90% of revenue from software licenses.

At HarrisData, Michael turned a tired, mediocre sales organization into a sophisticated, consultative, group that drove double digit growth.

Louis Morales
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Initiated a grow/fix/exit strategy, introduced multi-product enhancements, re-branded/re-positioned existing lines, and developed new advertising campaigns that resulted in an additional $60 million in revenue for GE’s $600 million direct marketing company.

At First Data, created a successful Debit Card processing business of technical, sales, marketing, administrative, and operational professionals. Revenues grew to $70 million in three years - majority of growth attributable to new accounts.

Started an Internet social commerce website that became one of the leaders in the daily deal marketplace. The site’s consumer and merchant platforms contained innovations that led, in less than one year, to a rapid national expansion and 200,000 subscribers and growing.

Keith N. Nippes
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After being appointed President, doubled Vapor Bus International market share from 40% to 95% while driving EBIT to over 20%.

Recruited as President and COO for demonstrated ability to develop and implement internal and external initiatives that increase revenue, KPI based manufacturing capability, market share and customer satisfaction, while reducing costs and waste that cuts into profitability at both public and private companies.

Developed and implemented global expansion strategies in Canada, Joint venture in China, Italy, UK, Germany, Korea, Japan, Brazil and Mexico.

Delivered dramatic revenue growth at each company, including driving Ultimate Transportation Equipment backlog to over $100 million within two years.

Ralph Placzek
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Executes with agility, consistency and precision. Manages multiple efforts to build sound and efficient business systems, processes, models, analyses and evaluations. Directs and supports financial and operational activities incorporating lean manufacturing concepts, continuous improvement efforts and flexibility. Improves financial and operational data integrity using forensic analytics. Six Sigma Green Belt trained.

Comfortable with fast growth. Significant experience in building, developing, staffing, managing and professionalizing all aspects of core finance organization capabilities. Introduces efficiencies and other improvements to the financial work flow. Proven track record of implementing accounting, financial and operational systems while improving control, information flow and financial clarity.

Successful within maturing markets. Leads efforts to design, develop and implement strategic and operational plans that endure transformational change, while nurturing customer and supplier relationships. Identifies, aligns and prioritizes expansion/divestiture decisions that drive financial strength. A visible, walk-around, leader developing cultures that lead to organizational strength, employee engagement and delighted customers.

Matt Prazenka
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Was strategic in the company’s growth from 8 million to over 24 million in a seven year period while EPS went from 12 cents to 41 cents.

Created Business development programs with sales and performance incentive systems to increase the sales, improve client satisfaction, while reducing costs.

Implement Lean processes in the office and field processes that reduced staff and the time for getting an invoice to/and payment from our clients while accelerating service leads to the sales people.

Kurt Redig
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Utilizes strong strategic skills and business relationships in addressing complex issues.

Leverages his varied industry background and experience in maximizing cost savings in areas where others may not look.

Process focused and knows how to improve operational performance.


Joseph Schneider
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Prior to joining Sparton Corporation in 2015, Joe was a Vice President/General Manager for Siemens Healthcare Diagnostics. He ran a $250M business unit with full P&L responsibility where he drove strategic customer growth through new product launches and market expansions.

Prior to joining Siemens Healthcare Diagnostics, Joe was the Senior Director responsibly for Siemens Mechanical Drives where he led the organization in improving operational delivery reliability from 50% to 95% in one year. In addition, Joe grew revenue by 50% led by a localization strategy for US customers.

Prior to joining Siemens Mechanical Drives, Joe was the Director of Sales and Operations for Siemens Industrial Services where he led restructuring efforts, upgraded salespeople, and implemented standardized processes with improved EBITDA by $7M and revenue growth of 65%.


Mark Stach
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As Publisher and GM for a $10 million B2B media business, developed and commercialized a new lead generation product through an award winning adaptation of Marketo which built a new data asset of more than 650,000 behaviorally scored reader profiles.

As COO and CFO for a $1 billion Consulting division, brought public company discipline and transparency to a decentralized, paternalistic organization, followed by a facilitated shift to a performance culture, a strategic business portfolio realignment, and a $30 million cost reduction.

As a product line GM for a premier online travel business, launched a new Telesales platform with click-to-chat functionality, lowering the hurdle to buy and exceeding target revenues for packaged travel product line by 24%.

Elizabeth Suerth
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Rebuilt an underperforming Sales Team into the top ranked Region in the Midwest Division.

Grew revenue 33% to $46M and margins 227% over a three year period.

Created, implemented and managed the partnership that out-sourced the sales force, warehouse management and customer service functions of a $17 million forms and supplies business. The long term relationship drove increased market share, revenue growth and margin improvement.

Developed and implemented successor products to refresh the product portfolio that grew to $3 million in annual recurring revenue over five years.

Led the team that created a paper distribution and audit process that was chartered to reduce the overall annual paper expense tied to an $8 million budget. Reduced average paper costs per printer by 27% with a paper savings exceeding $14 million over five years.

Executive Leadership Alliance Members Education Credentials

California State University Wharton Lake Forest MBA Kellogg Northestern University
University of Illinois University of Dayton United States Navy Northern Illinois University US Air Force
Colgate University MIT Sloan Chicago Booth Drexel University of Chicago
DePaul University  Roosevelt University Augustana College Georgia Tech University of Illinois 
Iowa State  IIT  Michigan State Graduate  UIC   
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C-Level executives looking for jobs in Chicago, Naperville, Deerfield, Bolingbrook, Oak Brook, Franklin Park, Itasca, Schaumburg, Elk Grove Village, Des Plaines, Glenview, Northbrook, Arlington Heights, Palatine, Wheeling, Deerfield, Hanover Park, Bensenville, Lombard, Elmhurst, Mt. Prospect, as well as other Chicago suburban regions.

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