Transcript
Michael Strauss
619.246.6262,
[email protected] www.linkedin.com/pub/michael-strauss/1/260/978
SUMMARY CEO / President / Managing Director / Board Member Long Range Vision / Streamlining Operations / Strategic Planning / Action Oriented / Energetic / Leadership Extraordinarily successful CEO with an MBA and a proven track record of achieving spectacular results by systematizing and streamlining operations, generating revenues, enhancing profit margins and providing a superior customer service experience. Presently working as Operating Partner for a private equity firm. Previously, worked as CEO of a 176 unit franchise operation with facilities across the continental USA. As CEO, managed a real estate development company; also President and CEO of two marketing service companies. Recognized in various business publications including: Wall Street Journal, Forbes, Fortune, Time magazine, and others. Skilled in team building, P&L, B2B, B2C Experienced in growing companies, growth strategies, M&A, Sales / Marketing /Advertising Highly knowledgeable about contracts, contract negotiations Expert in retraining personnel at all levels, executive team-building, operations Able to solve complex problems Strong at identifying and creating growth opportunities, strategic planning Capable of meeting with decision makers at all levels Proficient with establishing and meeting goals CORE COMPETENCIES Long-Range Vision Solving Complex Problems Appreciates Staff & Customers
Business & Strategic Planning Establishing Accountability Negotiations / Due Diligence
Achieving Goals Take Charge Leader Personnel Retention
CAREER HIGHLIGHTS Purchased niche company which specialized in flavored and scented products, Phoenix Aroma & Oils Essential, Inc. Continuously provided management advisory services to this company, with the following outcomes: Result #1: Grew revenues from $70-million to $105million by 2012, with growth continuing, Result #2: Sourced, negotiated the purchase, and integrated their largest European competitor, Result #3: Company is producing a very lucrative stream of on-going profitable revenues. (OPUS) Served as CEO of two (2) multi-unit restaurant chains, Harry’s Pacific Grill and Honolulu Harry’s; Result: Doubled the number of stores; grew “same-store” EBITDA 25%. (ZADA) Initially purchased 13 marginal Burger King company-owned units, average sales of $950K per unit; Result #1: Increased unit sales to $1.25-million in 18 month, 14% higher than system average, Result #2: Purchased an additional 163 units, and became BKC’s 4 th largest franchise owner; Result #3: Ultimately increased per unit sales to $1.34-million average, the highest in the company. (BKC) Developed concept of Value Meals at lower price than ordering individually; Result: Increased sales 15% per unit in an industry where profitability is driven by sales per unit. (BKC) Improved exterior, interior, signage of each and every unit to improve drive-by appeal of each store; Result: Became the largest Burger King franchise-owner by unit sales volume. (BKC) Developed pressure-sensitive film, in conjunction with 3M Corporation, which covered almost 100% of the sides of a bus with print ads; Result #1: Launched concept on 500 buses in Los Angeles, covering such events as King Tut exhibit; Result #2: Campaign appeared on all 3 nightly news networks as well as in a Time magazine article; Result #3: Significantly increased revenue and profitability. (SMC) Provided consulting services to major retailers to improve marketing strategies, including: Kroger, Sears and Macy’s, as well as gas stations and convenience stores in the USA – Chevron, Texaco, BP in the US, England and Australia; Result: Sold Arco to convert 500 gas stations to AM/PM format. (Grad. School – Trendmark)
EXPERIENCE The Opus Group, San Diego and Atlanta 2003-Present CEO/ Operating Partner Merchant bank, lead the acquisition or recapitalization of companies in industries where they can add value, advisory service guiding clients in creating more value and re- capitalization options, buyouts and strategic acquisitions. Consolidated activity with Zada Equities in 2008. Provided Management Advisory Services to H&P Sales, CA manufacturer of artificial plants & trees; Result #1: Performed a management turnaround from money losing operations into profitability; Result #2: Rebuilt the company and increased revenues; Result #3: Significantly increased sales to Big Box Stores including Walmart, Sam’s and Michael’s. Invested in and became CEO of Stir Crazy, a high-end, award-winning, Asian Fusion casual dining concept, headquartered in Chicago, with stores throughout the mid-west and the east coast; Result #1: Improved operating profit 24%; Result #2: Added three totally redesigned units in first 18 months. Burger King Franchise Group, Del Mar, CA 1993-2003 $240 million in revenue, 176 units with more than 6,000 employees. Initially purchased 13 Units which were former Burger King Corp-owned units. Additional restaurants were purchased and built in: Oregon, Washington, North Carolina, Alabama, and Florida. CEO / President Responsible for acquiring units, hiring new management and employees for each, training and re-training to increase revenues and profitability in each unit. Became the 4th largest company-wide franchise owner in the USA. Established an East Coast and West Coast Burger King Training Centers; Result: Achieved the lowest management and hourly turnover, with “best training in the industry” reputation. Developed a “gold standard” POS software system; Result: Ultimately sold it to Burger King Corp, and numerous other franchisees to improve per-unit controls and profitability. Appointed by Burger King Corporation “BKC” to serve on their senior management Strategy Committee; Result #1: Instilled the importance of employee training corporation-wide, and Result #2: Successfully introduced new marketing concepts to increase drive-thru revenues. Selected by BKC and its parent Diageo to consolidate the franchise community; Result: Improved consistency in the brand image and quality of food. Focused attention on the development of drive-thru business to increase revenues and profits, introduced Value Meals o the Brand; Result: Increased new sales at drive-thru windows from 39% to 55% of total revenues per store. O’Neil, Adler and Strauss, San Diego, CA 1987-2003 A real estate development and management company. CEO – “Managing Partner” Formed the company to take advantage of the residential housing recession. Partners had previous relationships with various banks. Partner, Richard J. O’Neill developed city of Mission Viejo. Acquired REO “real-estate-owned” bank-owned properties; Result: Sold properties for 50% more than their initial purchase price and rehab cost. Developed and later managed large shopping centers from 190,000 to 450,100 sq. ft. and over 1,000 apartment units and approximately 500,000 sq. ft. of industrial and warehouse properties. Built Plaza de La Paz in Laguna Niguel, a 300,000 sq. ft. shopping center; Result: Major tenants- Home Depot, Sprouts, CVS, Petco and Union Bank. Designed and built 190,000 sq. ft. shopping center in Rancho Cucamonga; Result: Obtained leading retailers as anchors to attract customers, including Souplantation and Fresh and Easy.
SMC Corporation, OK and CA
prior to 1987
$350-million revenues, 325 employees. Company was located in principle cities throughout the US. CEO
Promoted to CEO by this privately-owned company several months after they acquired Trenmark (previous employer). Company had become stagnant and the Board wanted an infusion of energy and strategic plans; Result: Grew the company and increased shareholder value by almost ten (10) times. Created cutting-edge Research & PR Department; Result: Attracted regional and national advertisers including Ford Motor Company, Phillip Morris, Seagram’s, Kraft Foods, many others. Embarked on a campaign to add additional advertising markets in and on public buses, street cars, taxis, subways, subway stations & billboards; Result: Opened additional offices in Los Angeles, Orange County, San Francisco, San Diego, Portland, New York, Baltimore, Atlanta, Chicago and Dallas. Increased sales and earnings significantly. Became the #2 out-of-home media company in its sector. Started Trenmark while in graduate school as a silkscreen printing company. Later brought in investors to grow the company in other related areas. Company specialized in retail in-store design and POP displays. Differentiated the company by selling services to solve the customer’s problems. Branched-out to become one of the two largest designers and manufacturers of point-of-purchase POP displays for consumer products and services companies. Provided consulting services to major chains to improve marketing strategies, including: Kroger, Sears and Macy’s, as well as gas stations and convenience stores in the USA – Chevron, Texaco, BP in England and Australia; Result: Arco agreed to convert 500 gas stations to AM/PM mini markets. Subsequently converted Chevron, Texaco, Shell and BP gas stations to gas/convenience stores Redesigned the interiors of Safeway, Ralphs, Jewel Osco/Savon drug stores and others to help improve per unit sales. Made proposal to founder of The Gap stores; Result: Redesigned and converted stores to better support the companies merchandising and marketing strategy. EDUCATION California State University, Fullerton, CA MBA BS in Business, Economics minor