Jeffrey Leckel

J.leckel@comcast.net
978-317-8164 (C) 978-258-7052 (H)

Executive Management
A results driven, hardworking executive with experience in Operations management as well as managing a
company as President with P&L, Balance sheet, Cash management and all functional responsibilities. M&A
experience, specifically related to successfully leading a company through the sale process including strategy,
negotiations, and the transition to maximize shareholder value. Highly motivated and a quick study with a
history of driving improved results while consistently earning increased responsibilities through promotions.
Professional Experience
Market Forge Industries Inc., Everett MA, 3/1999-Present
President (1/2013-Present)
President of a $16 Million company with strong brand recognition established by the high quality and durability
of its product offering. An employee owned company (ESOP) in a heavy union environment with two major
business segments: Commercial cooking-steam equipment for the foodservice industry and Sterilizers for the
medical laboratory industry.
Reporting directly to the Board of Directors, responsibilities include management of all financial and
operational aspects of the business including P&L, Balance Sheet, Cash management as well as managing all
functional areas; Sales and Marketing, Finance, Operations, Engineering, and HR.
Key Divestiture Results
Developed and presented several business strategies, including execution plans for the Board of
Directors and Shareholders of Market Forge, which included valuation models and risk assessment in
the event of sale of the business
Led the company sale process by making contact with potential target acquirers and strategically
negotiated with several interested companies to maximize shareholder value
Effectively presented and communicated the specifics of the offers submitted to the Board of Directors
and the shareholders with recommendations
Successfully negotiated the sale and structured the sale of the business to minimize financial risk for the
shareholders while maximizing shareholder value
Directly managed the terms of the sale as well as the transition process, which began with the
integration of the senior management teams and all functional areas of each company
Established common objectives and commitments resulting in the creation of trust and credibility
Day to day management of all functional areas of the business while simultaneously managing the
management transition teams and the transition work teams based on the transition agreement
Consistent and candid communication with employees and shareholders to update on progress, address
issues, and provide an opportunity for constructive feedback related to the sale/transition.
Key Divestiture Accomplishments
Stabilized the company while maximizing shareholder value through the sale process
Unanimous recommendation by both the Board of Directors and shareholders to sell business
Successfully executed the sale of the business to Middleby Corporation
Successfully retained all key personnel throughout the sale and transition process.
Successfully transferred operations from Everett MA, to Burlington VT
Maintained positive brand perception in the marketplace during transition while increasing gross sales
over prior year
Successfully delivered on key targets during transition, which resulted in the collection of every dollar
of sale proceeds that were contingent upon obtaining certain goals through the transition period
Effective management of all Balance Sheet accounts, which included negotiations of all liabilities to
maximize shareholder value

Key Operational Results

Increased Return on Sales by 16%, which returned the company back to profitability
Reduced payroll expenses by $475,000 through improved operational efficiencies
Renegotiated $750,000 in short and long term debt to return the business to a position of solvency
Negotiated debt financing, which improved cash flow and reduced borrowing costs
Negotiated preferential terms with suppliers to improve profitability and cash flow
Improved collections of Accounts Receivable to improve cash flow
Strategically renegotiated distribution discounts and successfully implemented price increases
Key Operational Accomplishments
Restored trust and confidence among the employees, owners, and Board of Directors
Implemented short term and long term actions, which provided the opportunity to evaluate the business
Stabilized the business financially and operationally
Operations Manager (9/2010- 1/2013)
Responsibilities included management of the Manufacturing, Purchasing, Quality Control, and Service
operations of the business with a focused objective to manage and improve operational and financial results.
Directly managed 3 supervisors with a total of 45 + exempt and non-exempt employees.
Accomplishments
Reduced manufacturing headcount by 18% through improved efficiencies
Reduced manufacturing overhead costs by $454,000
Improved on time delivery from 70% to 90% in one year
Reduced lead times on core products by 25%
Reduced slow moving and obsolete inventory resulting in an impact to net profit of $125,000
Plant Manager (4/2007-9/2010)
Responsibilities included management of 2 supervisors and a total of 40+ exempt and non-exempt employees.
Main objective was to drive improved operational results and efficiencies by implementing process
improvements, training, and coaching. In addition, ensured that all aspects of manufacturing comply with safety
and quality control procedures.
Accomplishments
Reduced manufacturing head count by 14% through improved efficiencies
Increased unit output per employee by 22%
Reduced occupancy expenses $90,000 annually through plant consolidation and efficient plant layout.
Created a flexible workforce through the implementation of a cross training program, which resulted in
an increase of throughput of 20%
Q.C. Manager (8/2003- 4/2007)
Oversee and direct all functions of the quality program to ensure products met design specifications to ensure
processes are in compliance with all regulatory requirements and standards.
Accomplishments
Improved quality by reducing manufacturing defects by 30%
Improved product design and production through process improvements and standardization
Reduced warranty expenses by $40,000
Production Line Foreman (11/2001-8/2003)
Supervised 3 production lines with responsibility for 3 departments and 15 employees. Established production
schedules while determining staffing requirements to support those schedules. Responsible for reviewing daily
production procedures and ensure best practices were followed for maximum production.
Accomplishments
Improved production processes that improved efficiencies and reduced overtime by over 30%
Played a key role in reducing inventory levels by 10% and improving cash flow

Education

M.B.A (2013) Northeastern University, Boston MA

Magna Cum Laude, GPA 3.64

B.S. in Accounting/Finance (2011) University of Southern New Hampshire, Manchester NH

Summa Cum Laude, GPA 3.95

(Attended college nights and weekends for 6 consecutive years while working full time)

Certifications
Aveta Business Institute (2015)

Six Sigma Green Belt Certified

Professional Affiliations
Market Forge Industries, Inc. Board of Directors, 2011-Present
Market Forge Industries, Inc. ESOP Trustee, 2011-Present
Market Forge Industries, Inc. Strategic Planning Committee, 2006, 2012
Heritage Green Condominiums Board of Directors, 2011-2013