Barry Russell

Global executive with P&L responsibility exceeding $600M and a record of improving growth, efficiency, and profitability across manufacturing, process industries, capital equipment, industrial products, electronics, solar energy, metals, automotive, and healthcare. Establish strategic relationships, joint ventures, manufacturing operations, and R&D centers worldwide. Recruits and develops performance-driven sales, marketing, R&D, operations, and customer-service teams, combining commercial and operational acumen in emerging and high-technology industries.

President at BR3C Investments Corporation (2020 – 2025)

Investment firm self-owned. Evaluate and execute on passive and active investment opportunities. Completed two passive and 1 active, currently completing sale of active investment (structural engineering consultancy).

President and CEO at Tread Corporation (2012 – 2020)

Supplier of Advanced Capital Equipment and Technology for Explosives Formulation and Deployment. Provided hands-on leadership and strategic vision, shaped organizational culture and brand reputation, and directed market-share growth and annual and long-term business planning. Oversaw sales, parts, and service operations in 54 countries and reported to the Board of Directors.

• Dramatically improved EBITDA performance from a loss to positive 5%, increased market share from 16% to 35%, reduced direct costs by 15% and indirect costs by 7%, streamlined the supply chain, and improved staffing quality under extremely difficult conditions.
• Revised the company's focus from stagnant North American markets to global markets. Increased international market share from 16% to 35% by gaining new customers and regaining former customers.
• Doubled parts and service revenue from 15% to 30% of total revenue within two years by adding regional customer-training schools, localized parts depots, faster on-time delivery, promotions, and preventive-maintenance programs.
• Created a performance culture by eliminating silos and establishing a system of metrics, cross-functional processes, reporting, and accountability.
• Implemented operating rhythms for annual and strategic planning, performance management, Pillar, Sales, and Agency Account support, inventory management, sales-pipeline reporting, accountability, and other processes.

Active Board Member at Voltaix Corporation (2010 – 2013)

$80M Supplier of Materials to Electronics, Pharma, Biotech Industries. Participated as an active Board member and served as a paid consultant to the Chairman on strategic direction, operations, and the company's overall growth and performance. Supported the divestiture of the business.

President, Medication Delivery Solutions (MDS) at Catalent Corporation (2009 – 2010)

$1.6B Healthcare Supplier and Service Company. Served as a corporate officer with global P&L responsibility for an approximately $600M strategic business division serving personal care, prescription drug, and over-the-counter drug industries with septic and aseptic packaging.

• Developed and recommended a plan to divest two of three business units representing approximately $400M in revenue.

Operating Vice President, Technical Materials at Ferro Corporation (2006 – 2009)

$2.0B leading global supplier of materials to electronics, healthcare, ceramics and pharmaceutical industries. Served as a corporate officer with full global P&L and functional responsibility for a $500M business. Directed strategic planning, sales and marketing, forecasting and analysis, and acquisitions in targeted electronics, medical, and biotechnology growth markets. Implemented business processes and reinvigorated new-product development and emerging-market growth.

• Dramatically improved business performance from 28% gross margin to 39%, 6% operating margin to 18%, and 0.5% growth to 15% over a three-year period by creating missing processes, implementing lean cost reduction activities and reorganizing businesses towards an external focus.
• Grew solar-products revenue by more than 300%, from $26M to $108M, within three years and established the company as the market-share leader in solar conductive inks by revamping regional strategies and opening an R&D and applications center and manufacturing facilities in China.
• Improved operating profit from $13M to $53M, delivered $18M in cost savings over two years, and doubled free cash flow from $21M to $42M by implementing Lean and other cost-reduction principles in the manufacturing process.

Group Vice President & General Manager at Honeywell International (2001 – 2006)

$36B diversified technology and manufacturing leader. Held global P&L responsibility for strategic business divisions with revenue ranging from $150M to $500M, serving high-technology, healthcare, personal care, paint and coatings, and other industries.

• Increased operating profit from $13M to $63M—a 380% improvement on $400M in sales—and restored customer relationships and sales volume in Taiwan and Korea within 18 months through plant-productivity gains and lower overall costs.
• Developed and implemented a restructuring plan for obsolete operations and declining product lines.
• Identified $100M in targeted revenue by developing and implementing a strategy to pursue adjacent markets.

Director, Marketing at Honeywell International (2000 – 2001)

Directed market analysis, competitive intelligence, advertising, marketing communications, branding, and staff development, while advising four General Managers on profitable-growth strategies.

MBA – University of North Carolina

BS in Engineering (5-year) – University of Akron