Mr. Hall focuses on assisting private equity sponsors and portfolio companies with sales growth, marketing effectiveness, pricing, margin management and operational cost transparency. In addition, he is skilled in operations performance improvement, pre-acquisition due diligence, developing and implementing 100-day plans, carve-out and merger integration strategies for public and private investors. Mr. Hall has deep interim management experience in manufacturing, industrial, business services and consumer enterprises.
Mr. Hall is skilled at mentoring and providing coaching and oversight to portfolio company executives, and has served private equity sponsors as a CEO and board member.
For a manufacturer of medical grade thermoplastic extruded tubing products, Mr. Hall assessed sales and marketing effectiveness, margin management and pipeline building capabilities. He achieved revenue and margin growth, increasing EBITDA 11 percent ; transformed go-to-market capabilities, account planning, training and reporting; and implemented new pipeline tools, techniques and capabilities, as well as improved operating efficiency, effectiveness by implementing new processes, reporting and compensation programs.
Mr. Hall served as president of a $250 million sports equipment and apparel company, where he managed the diligence, synergy assessment and implementation process for a private equity owned strategic buyer. During his interim role, revenue increase by 42 percent and EBITDA by 84 percent over the prior year.
He led cross-functional teams for a carve-out of a $1 billon hardware company from a $10 billion publicly traded company. In this role, Mr. Hall directed the assessment and program development for the carve-out, standup and global operational implementation. The project resulted in stabilized business operations with minimal interruption to customers, suppliers and employees, as well as rapid integration of operations and fast-paced projects to avoid disruptions.
Mr. Hall served as the Chief Operating Office of a $350 million oil and gas company, where he drove significant corporate and product line / customer base changes and total operational transformation. These efforts resulted in the successful recapitalization of the company, and an identified $4.8–$9.2 million in EBITDA and $4.3–$7.2 million in working capital opportunities.
Mr. Hall earned an MBA from Loyola University in Baltimore.