Team Technologies CEO and leadership

Marshall White is a President & CEO at Team Technologies and is based in Johnson City, Tennessee. He has worked as Chief Operating Officer at Closure Systems International; Director Of Manufacturing, North America at Closure Systems International; and Vice President And General Manager of North America at Closure Systems International. Marshall studied at University of Maine between 1987 and 1991.

As core member of an Executive Finance and Operations leadership team during 2 Private Equity (PE) purchases, one strategic takeover, multiple M&A transactions, and triple-digit growth, I enjoyed the challenge of helping teams rally through change. Stabilizing finance and manufacturing operations, and championing lean best practices are leadership principles that I live by.

After building a top-performing finance division from the ground-up at Dura-Line Corporation, a global manufacturer of communications and energy infrastructure products, I was enlisted to take over Operations as VP (2016-2018), and synergize the efforts of 13 manufacturing facilities.

❏ We consistently exceeded annual EBITDA targets and drove profitability for 16 consecutive quarters (2014-2018). I engaged plant managers in new ways, e.g., established a formal monthly planning process (S&OP) and sponsored an innovative Harvard leadership program for plant operating teams.

❏ We created a paradigm shift, eliminating silo-ed decision making and re-aligning teams in the pursuit of lean productivity. Among other wins, we improved asset utilization (OEE/OEU) by 14%, reduced employee turnover by 50%, and lowered safety-related incident rates by 55%. We also rolled-out SAP/ERP across 13 locations, including automated data collection.

❏ Earlier, as VP of Finance, I developed a finance team of 12 to build a resilient financial infrastructure, one that would support global (IFRS) standards and rapid growth, from $125M in 2007 to $500M in 2016.

❏ I served as Executive Finance lead for SEC filing, 6 M&A’s, 2 PE company sales and ultimate sale to company’s current owner. We built best practices for risk management, due diligence, and stakeholder relationship management, which supported our ability to execute successful changes-in-ownership and subsequent business integration.

If you’d like to share notes regarding the challenges that you and your teams face, please reach out. I’d enjoy the exchange.

As core member of an Executive Finance and Operations leadership team during 2 Private Equity (PE) purchases, one strategic takeover, multiple M&A transactions, and triple-digit growth, I enjoyed the challenge of helping teams rally through change. Stabilizing finance and manufacturing operations, and championing lean best practices are leadership principles that I live by.

After building a top-performing finance division from the ground-up at Dura-Line Corporation, a global manufacturer of communications and energy infrastructure products, I was enlisted to take over Operations as VP (2016-2018), and synergize the efforts of 13 manufacturing facilities.

❏ We consistently exceeded annual EBITDA targets and drove profitability for 16 consecutive quarters (2014-2018). I engaged plant managers in new ways, e.g., established a formal monthly planning process (S&OP) and sponsored an innovative Harvard leadership program for plant operating teams.

❏ We created a paradigm shift, eliminating silo-ed decision making and re-aligning teams in the pursuit of lean productivity. Among other wins, we improved asset utilization (OEE/OEU) by 14%, reduced employee turnover by 50%, and lowered safety-related incident rates by 55%. We also rolled-out SAP/ERP across 13 locations, including automated data collection.

❏ Earlier, as VP of Finance, I developed a finance team of 12 to build a resilient financial infrastructure, one that would support global (IFRS) standards and rapid growth, from $125M in 2007 to $500M in 2016.

❏ I served as Executive Finance lead for SEC filing, 6 M&A’s, 2 PE company sales and ultimate sale to company’s current owner. We built best practices for risk management, due diligence, and stakeholder relationship management, which supported our ability to execute successful changes-in-ownership and subsequent business integration.

If you’d like to share notes regarding the challenges that you and your teams face, please reach out. I’d enjoy the exchange.