ERICH STOLZ
Houston/TX 77077 * (832) 372-5419 * ErichStolz@aol.com
www.ErichStolz.com
www.LinkedIn.com/in/ErichStolz
Corporate Growth and Revitalization Executive – CEO / President / Division Executive
Expertise in increasing shareholders’ value by driving earnings growth and revenue, boosting cash flow, establishing sound
balance sheets, superior customer service …. and by coaching, inspiring, and motivating others to their highest level of
achievement.
Sets strategies by working together with owners / boards / customers / employees and implementing a profitable direction
with high-performance teams.
Profile of Key Strengths

Experienced across diverse industrial and commercial market segments (petrochemical, industrial services/products,
manufacturing, chemical process equipment, construction, distribution, machining operations, steel fabrication, and engineering).

Captures new opportunities, develops new market niches, and broadens market share with existing and new customers.

Excels at adapting organizations to changes in market and financial conditions, reversing negative / stalled growth, and drives
focused action to exceed goals and outcomes.

Leads others through complexity and challenge, motivates and inspires teams to constructive action, and promotes clear
understanding of issues and their solutions to establish operations excellence that will accelerate profitability.

Develops a culture of sustainable competitive advantage across all business functions that motivate people to perform to their
highest potential. Hires the best and retains the right people for the right job. Creates high-performance teams.
• Strategy • Maximizing Shareholders’ Value
• Growth Champion (Organic Growth, Acquisitions)
P & L Management • Establishing Lean, Efficient, and Profitable Entities
Relationship Management (Customers / Shareholders / Board of Directors / Owners / Employees / Creditors / Suppliers)
People and Team Management (serves as a real business partner with leaders across all functions)
MUEHLHAN SURFACE PROTECTION INC. - Houston, TX
6/2007 - Present
A $200 million publicly traded specialty contractor for Industrial services.
Customer base: (petrochemical, industrial, ship yards, oil/gas platforms, pipelines, refineries, bridges, and governmental agencies).
CEO / CHIEF EXECUTIVE OFFICER
Responsible for: Managing the $40M U.S. subsidiaries
 Reversed a $10 M loss to a $8 M profit (EBITDA).
10
5
Profit 2011
0
Loss 2007
-5
-10
2007




2011
Forged growth in emerging wind power markets; capitalized on untapped revenue opportunities in green energy.
Reduced management levels from five to two; decreased overhead costs by 52% (people, office space, vehicles, etc.) while
accelerating productivity and profitability.
Hired and accumulated the best project managers in the industry and built high-performance teams.
Together with the Safety Director: Revamped the safety program to ensure compliance and low accident occurrence and to
improve the EMR ratings. Safety and accident track record became impeccable.
Erich Stolz / Page 2
ErichStolz@aol.com ∙ www.ErichStolz.com ∙ 832.372.5419
www.linkedin.com/in/ErichStolz
AMERICAN MANAGEMENT ADVISORS, INC. - Houston, TX
7/1999 – 6/2007
Consulting + Interim C-level firm for U.S. and European companies with focus on growth, restoring profitability, and increasing
shareholders value.
CEO / Managing Director
Responsible for: Managing 10 corporate turnarounds in engineering, manufacturing, distribution, construction, and steel fabrication.
Representative Examples:
The Bober Group, Europe
Corporate Profile: $345 M group of 11 engineering companies.
Customer Base: Large construction firms.
Turnaround Role: Interim Chairman / CEO; revitalizing 11 engineering entities and positioning the group for a successful sale.
Result:
 Increased the value of the Group by $38 M - the restructured group was sold to Siemens in Europe at a premium price.
 Acquired a new profitable business unit and closed one unprofitable business unit to strengthen the group portfolio;
successfully positioned the company for sale.
 Boosted EBITDA by $9.5 M. Acclerated Revenue by $55 M. Increased value of the Group by $38 M.
 Redesigned the bidding process for the entire group of 11 engineering companies; doubled the bid win ratio from 7% to 15%.
Value of Corporation The Bober Group
Revenue
(Million $)
190
160
EBITDA
(Million $)
Sales
Multiplier
Value
(Million $)
Before
290
37.5
4
150
After
345
47.0
4
188
Increased Value of the Corporation by $38 Million
130
100
Value Before
Value After
Rexroth Corporation - Bethlehem, PA
Corporate Profile: $612 M industrial manufacturer of pumps, valves, pneumatics, hydraulics, and fluid/motion control units.
Customer Base: Automotive, trucking and heavy equipment suppliers.
Turnaround Role: Hired by the Parent’s Board in Germany to create a higher sales value and position the company for sale.
Results:
• Increased value of the corporation by $48 M.
• Boosted cash holdings from $10 M to $60 M in six months; exceeded the goal by 20%.
• Reduced the workforce by 5%, adding $12 M to the bottom line.
• Sold six real estate facilities on a sale-and-lease-back, and sold excess inventory.
• Company was successfully sold to Bosch Automotive Group (Germany).
60
50
40
30
Before
20
EBITDA
(Million $)
Sales
Multiplier
Corporate Value
(Million $)
45.9
4
183.6
After
57.9
4
231.6
Increased Value of the Corporation by $ 48 million
10
0
Cash Before Cash Target
Cash After
Erich Stolz / Page 3
ErichStolz@aol.com ∙ www.ErichStolz.com ∙ 832.372.5419
www.linkedin.com/in/ErichStolz
Alamo Industrial Group $402 Million Diversified Group- San Antonio, TX
Corporate Profile: $402 M Diversified Group with focus on the Steel Fabrication Division
Customer Base: Steel used in bridges, construction, large structures, municipalities, refineries, general contractors
Revitalization Role: Interim COO to turn around the declining steel fabrication unit (Alamo Iron Works).
Result:
 Reversed lender-initiated bankruptcy and restored a sustainable profit platform.
 Grew revenues of the Steel Fabrication unit 34% from $75 M to $101 M; turned a $2 M loss into a $6 M profit (EBITDA).
 Redesigned the bidding process; hired professional estimators; significantly improved the timeliness / accuracy of bids.
 Restructured the steel fabrication operation; achieved 100% error-free production, and established the first “ready to pick-up"
of fabricated products for construction contractors.
Profit
Sales
Before
After
American Industrial Acquisition Corporation - Greenwich, CT
Turnaround Role: Interim CEO of a $20 M forging and machining subsidiary.
Corporate Profile: $600 M diversified industrial and commercial goods manufacturing group.
Result: Rebuilt a $20 M bankrupt forging and machining company and produced a profit in 4 months.
 Hired a new staff and built a stronger engineering core in a union shop.
 Reestablished relations with inactive customers (e.g.: General Dynamics nuclear submarines).
A.G.I.V. – North Carolina; 3 U.S. subsidiaries of a $2B global European private equity firm
1/1996 – 6/1999
Executive Vice President / Reported to Chairman in Europe.
Responsible for: Leading the growth of three U.S.-based manufacturing companies.
 Increased the combined revenue by $50M – from $156 M to $206 M.
 Turned a combined $3.6 M loss into a profit of $8.5 M.
 Met the target goal two years ahead of schedule.
 Re-established strategic, operational, and P&L health.
 Analyzed the market conditions and competitiveness to evaluate growth potential; defined the marketing strategy for each
business unit, and implemented professional sales teams.
 Managed individual and team performance; defined specific measurable goals and monitored progress.
 Maintained the culture, kept the previous business element and practice that worked but tweaked those parts that needed
improvements
3 Subsidiary Companies in the U.S.:
 American Barmag Corp. (Textile and synthetic equipment manufacturer): Refocused the marketing and sales strategy,
accelerated sales volume from $121M to $161M, and improved profits by 432% - from $810K to $3.5M.
 Avenatech Inc. (Hospital equipment + surgical instrument decontamination manufacturer): Drove a sales and marketing
strategy which grew sales from $17M to $24M, and turned a $1.9M loss into a $2.4M profit.
 Carapace Inc. (Disposable medical products manufacturer): Streamlined operations and logistics, increased sales from $18M to
$21M, and turned a $2.5M loss into a $2.6M profit.
Erich Stolz / Page 4
ErichStolz@aol.com ∙ www.ErichStolz.com ∙ 832.372.5419
www.linkedin.com/in/ErichStolz
SCHOTT PROCESS SYSTEMS, INC. - New Jersey; U.S. subsidiary of Schott Group Germany ($2 Billion World-wide)
10/1990 - 8/1995
EBITDA
Revenue
President / Treasurer / Board Member
1990
1995
Responsible for: Restoring a U.S. subsidiary to profitability.
 Accelerated the company’s performance rating from a #73 ranking to the #4 performer within the world-wide group of 74
companies.
 Increased sales six-fold ($12M to $74.5M); expanded the customer base from 15 to >60.
 Grew profits from $0 to $12M; paid record-breaking dividends for 5 consecutive years.
 Increased manufacturing productivity by 300%; redesigned the entire manufacturing flow.
AEG, DIVISION OF MERCEDES-BENZ (Daimler Group Germany); Power tools and industrial robot manufacturer
10/1980 – 9/1990
Product Manager
Responsible for: Total P&L responsibility for the industrial robot and commercial/industrial power tools product lines
(production, sales, marketing), and reversing production cost and sales trends. Effectively managed 3500 people.
 Increased sales from $61M to $289M (375% increase), and established record-breaking dividends for 10 consecutive years.
 Grew profits from $0 to $22M.
 Reversed two stagnated product lines; analyzed market conditions and competitiveness to evaluate growth potential, and
developed an aggressive marketing strategy and sales team.
 First to enter the on-site construction, shipyard, appliance, and electronic markets.
 Designed new products, and established 17 sales/technical service stations across Europe.
 Optimized operational capacity and output of all production facilities in Germany, Spain, Ireland, and Hungary; redesigned
manufacturing operations and streamlined production.
300
200
100
0
EBITDA
Revenue
Before
After
Professional Affiliations
National Association of Corporate Directors (NACD); corporate board governance resources and education
Turnaround Management Association (TMA); an organization of turnaround and corporate renewal leaders
Association of Corporate Growth (ACG); a global organization offering M&A resources and information
Association of Certified Fraud Examiners (ACFE); premier provider of anti-fraud training and education
Education
Master of Science Degree - Engineering Management; Drexel University (Philadelphia, PA)
Master of Business Administration Degree; Marquette University (Milwaukee, WI)
Bachelor of Arts Degree - Accounting & Finance; Elmhurst College (Elmhurst, IL)
Professional Certifications
Certified Board Director; awarded by National Association of Corporate Directors (Washington, DC)
Certified Turnaround Professional (CTP); awarded by Turnaround Management Association (Chicago, IL)
Certified Fraud Examiner (CFE); awarded by Association of Certified Fraud Examiners (Austin, TX)
International Experience
Lived and worked in Europe.
Intimately familiar with foreign cultures and business methods. Fluent in German.