GUY M.

CASSIDY
Nashville, TN 37205
guymcassidy@gmail.com Mobile: (630) 470-7468

CEO & PRESIDENT - INDUSTRIAL & AUTOMOTIVE MANUFACTURING

Product focused business leader who has been successful in a variety of operating environments and under
various ownership structures including public, private, and private equity. Intense focus on developing great
products and delivering great services and experiences to customers. Builds and leads diverse teams that
leverage creativity, resourcefulness, innovation and operational excellence to drive sustainable growth and
profitability.

CAREER HISTORY
HOLLEY PERFORMANCE PRODUCTS, INC. 2008 to 2009
Closely-held, $150 million Company supplying engine component systems, for the performance and replacement
automotive aftermarket, and flow control systems, for diesel engines, with 600 employees and 4 facilities.
CEO & President
Retained by investors to develop and execute a growth strategy for a portfolio of businesses. Economic crisis
forced a shift from growth to restructuring. Reported to a new independent Board of Directors.
Business Re-focus
 Rationalized the company during 2008-2009 market collapse and sales decline, limiting EBITDA drop,
reducing senior debt, and eliminating outstanding revolver balance.
 Reversed market share decline by developing new products, increasing incremental sales.
 Restructured the sales organizations and pricing policies, improving margins and relationships.
 Reduced employment, SG&A expenses; consolidated 4 plants into 3; and reduced working capital to
endure a prolonged market downturn.
 Led the divestiture of an emissions control business, without employing advisors.
GENERAL PRODUCTS CORP. 2001 to 2008
$125 million Private Equity Portfolio Company, manufacturing complex and precision-machined components and
assemblies, for the transportation industry, with 320 employees and 3 facilities.
CEO & President
Stabilized this underperforming acquisition and built it into a leading precision-machined components
supplier for Original Equipment Manufacturers and large Tier 1 suppliers. Transformed the organization and
implemented innovative product, market and operating strategies, which increased revenues, market share
and investor equity. Reported to a Board of Directors.
Business Growth
 Reversed sales trend, increasing revenue and EBITDA.
 Increased heavy duty vehicle business from 20% to 40% + of total revenues.
 Transformed a commodity “machine shop” into a highly differentiated manufacturing leader, supplying
the most critical and complex machined components and assemblies.
 Recapitalized the company with new senior and mezzanine credit facilities and new firms.
 GUY M. CASSIDY – Page 2 of 3

Customer, Market & Product Diversification

 Implemented new strategies and secured lucrative powertrain outsourcing programs.
 Developed a lowest cost supply model that produced 50% more volume with 15%+ fewer people, by
employing innovative flexible manufacturing systems, Lean and self-directed work teams.
 Created strategic partnerships with major OEMs and Tier 1 suppliers with sole-source contracts.
 Launched two 100,000 sq. ft. non-union operations in the Southern US, to improve delivery to key
customers, and discontinued production in one Northern US facility.
Organizational Development & Team Building
 Developed superior leadership and functional teams. Reduced headcount while increasing revenue.
 Built an organization driven to execute compelling strategies and achieve exceptional results, through a
unique leadership development model.
 Increased productivity with highly effective process management tools and IT systems.
HENDRICKSON INTERNATIONAL, INC., TRUCK SUSPENSION DIVISION 1993 to 2001
$800 million manufacturer of truck, tractor and trailer suspensions, springs, bumpers, and stamped components for OEM
commercial vehicle markets; subsidiary of The Boler Company, a privately owned holding company
President
Recruited to re-build the flagship business and regain market leadership. Given responsibility for Mexico
subsidiary in 1998. Total revenues of $190M, 450+ employees and 7 facilities located in the US, Canada, and
Mexico. Reported to CEO.
Business Growth
 Grew Truck Division, reversing sales and share decline. Consistently achieved EBITDA and RONAE
expectations in a price-constrained industry.
 Built and led a customer centric, high performance organization that delivered value-oriented products and
services to OEM and aftermarket customers.
 Established the business as an innovative global leader in the design and manufacture of heavy-duty
suspension products. Introduced lean operating principles, proprietary manufacturing processes, and a
comprehensive product development system to support innovation and execution.
Customer, Market & Product Diversification
 Drove parallel marketing strategies for commercial vehicle manufacturers, dealers, and transportation
companies; expanded into medium duty truck, bus, van, recreational vehicle and military vehicles.
 Built a pipeline of patented breakthrough products, by leading a robust engineering organization with a
sharp focus on technological innovation to improve functionality and reduce cost.
 Structured an exclusive licensing/supply agreement with a European company to build a next generation
product line for refuse, construction, military and other specialty markets.
 Relocated the Mexico sales and distribution business, to a new facility in Monterey, and shifted domestic
production to this facility. Realized improvements in sales, service, quality and profits.
 GUY M. CASSIDY – Page 3 of 3

CUMMINS, INC. - MCCORD HEAT TRANSFER CORP. 1985 to 1993

$11 billion world leader in the manufacture of power generation equipment, diesel engines and components for buses,
medium-duty and heavy-duty trucks, mining/construction equipment, and military vehicles.
President/Executive Vice President - Marketing & Operations
Recruited following the acquisition of a $35 million NA multi-plant cooling systems manufacturer. Named
President within 18 months to lead this subsidiary business, with 350 employees and 3 facilities. Reported to a
Group Vice President.
 Increased revenues and established the business as the leading cooling systems supplier for on- and off-
highway heavy duty equipment.
 Negotiated and executed an arrangement, in which Behr GmbH & Co. purchased a minority ownership
position and provided royalty free product licensing for world leading technologies and products for the
US.
 Increased productivity 50%, improved quality 20% and reduced inventory carrying costs 60% by
upgrading the organization, introducing lean principles and replacing a union operation.
 Behr acquired majority interest in 1993 to create a US subsidiary.

EARLY CAREER
Advanced in Allied-Signal (Honeywell), transitioning from engineering and marketing, of turbo-charging and
cooling systems, to general manager of a $20 million heat transfer business unit, supplying on- and off-
highway engine and equipment manufacturers.

EDUCATION
MBA – University of Southern California, 1982
BS, Mechanical Engineering – University of California-Davis, 1977