Chief Executive Officer Services: Since 1991, have operated as a Chief Executive Officer, an Adviser and a member of Boards of Directors of distressed turnarounds and profitable manufacturing and service companies on behalf of such clients as Bank of New York, General Electric Capital, Kohlberg Kravis Roberts and Morgan Stanley. CEO assignments have included Evenflo Company and Ladish Co.

Retained to convert profitable but underperforming or distressed money losing companies into solidly profitable operations with growth opportunities and enhanced enterprise values in a matter of months.

Results produced:

● Ladish Co., $210 million aerospace forgings manufacturer, registered $2 million in monthly Operating Losses for six straight months. Coordinating its functions resulted in a $512,000 Operating Income in the third month and $1.3 million in the fourth. Converted its $22 million Deficit Net Worth into a positive $32 million Net Worth.

● Evenflo Co., $300 million manufacturer of baby products. Turned its Mexico subsidiary’s Operating Loss into a $3 million Operating Income in the sixth month.

● Returned Springfield Precision Instruments Inc., a Wal-Mart supplier, to positive Operating Incomes by building a company owned plant in China.

Emerson Electric Co. From 1976 to 1991 was with $20 billion Emerson as:

● President of $345 million Emerson Power Transmission Division – an industrial products operation.

● President of $44 million Louisville Ladder Division.

● Vice President International with $200 million In-Sink-Erator Division – a consumer products company.

● Emerson’s H&H Division reported directly to Amter while he was Vice President with In-Sink-Erator. H&H is a medium-technology thermostat and valve manufacturer.

Joined General Electric Company after receiving graduate degree.

Lecturer and Judge at New York University’s Graduate School of Business:

Lecture on “Managing and Leadership”.

Judge at its Business Plan Competition.

Lecture on locating operations in China.

Published management book: “Learn to Whisper” and articles published by American Management Association and other publications.

Served on community service Boards of Directors: Chairman, Goodwill Industries of Southeastern Wisconsin; Chairman, Council on Drug Abuse; YMCA.

Received MBA degree New York University, Economics honors – Omicron Delta Epsilon
BS degree, cum laude, Fairleigh Dickinson University

Avid runner and lap swimmer. Completed mini triathlons.

Industry and channel segment experience:

Consumer big-box retail;

Industrial products;

High-tech aerospace;

Original Equipment Manufacturers (OEM);



Power Transmission;

Food service equipment;

Service companies – including helicopter services and travel services.

Comments are closed.



Chief Executive Officer

Executive Chairman

Turnarounds & Operational Restructurings

Adviser to creditors, board of directors or owners

Pre-acquisition & troubled company due diligence evaluations

Develop strategic and operating plans - including Court required plans of reorganization

Acquisition advice and negotiations

Serve as Member Board of Directors

Testify in Federal and State Court

Reason I wrote my book “Learn to Whisper”

Click on this link for a more complete description of “Learn to Whisper”

The reason I wrote “Learn to Whisper”:

My conclusion after operating as a Turnaround Chief Executive Officer for more than twenty-five years is that the majority of this country’s top management is far from first-rate. In fact top management, particularly at the chief executive officer level, is at best average with a large number that can be rated mediocre. This lack of management competence has seen this country’s market leaders lose sizeable market share to foreign manufacturers able to export better quality and lower cost products to the USA. It has seen manufacturing and service operations unnecessarily moved to foreign countries. All of which has negatively affected the economy, severely damaged former blue-chip corporations and seen quality jobs lost.

It is quite common to discover that companies struggling with this inability to compete with foreign companies have been simply mismanaged. The once successful business deteriorated because of an incompetent chief executive officer and weak senior management

Why doesn’t this nation have first-rate management? Inadequate training. Chief executive officers and vice presidents learn “on the job”. A number get promoted based on personality, political connections and drive – not merit. They are not carefully screened for the potential to become successful at managing. For some all that is needed is a well-written resume, the right interviewing style and the inability of a new employer to accurately assess skills, performance and potential.

Compare this to the process doctors go through. From medical school to internship to residency to a senior role after years of education, experience and continuous training their progress and capabilities are constantly monitored even after they become senior in the profession. Generals and Admirals go through a similar protocol. They must prove themselves in low-level assignments before they are judged qualified for senior positions. Unqualified applicants in both professions are culled out. What can be done to improve management competence? Education, on-the-job training and job performance monitoring. My book will educate people on the subject of managing. Its 101 management lessons are separated into the 17 subjects managers need to know.