Troy Gonzales

Jan 2023 – Present

I lead value creation across portfolio companies, developing operating strategies and plans through execution and exit. I partner with executive leadership to improve manufacturing, supply chain, pricing, margins, working capital and organizational effectiveness, while directing operations across up to four companies concurrently. I have driven businesses from negative to positive EBITDA and contributed to exits generating 2.0x to 2.9x investment returns.

I served in acting business-unit manager assignments in Golden, Colorado, and Elkton, Virginia, overseeing maintenance and engineering activities. I supported capital planning, plant consolidation, line expansions and multi-plant reliability initiatives.

I led maintenance reliability team activities focused on equipment performance, preventive maintenance and operational continuity. I coordinated with plant teams to support reliability improvements and effective maintenance execution.

I led brewhouse team operations, coordinating employees and production activities while supporting safe, reliable and efficient plant performance. I applied manufacturing and maintenance experience to help achieve operational goals.

I led a corporate-wide Maintenance & Engineering reengineering project spanning multiple facilities. I developed maintenance and reliability strategies and coordinated multi-plant initiatives to strengthen asset care, plant performance and operational consistency.

I performed journeyman-level mechanical and electrical maintenance supporting plant operations and equipment reliability. I later progressed into maintenance, engineering and reliability leadership assignments across multiple facilities.

I completed hands-on maintenance training while advancing from Operator responsibilities into mechanical and electrical maintenance. I developed foundational skills in plant equipment support, troubleshooting and facility operations.

I began as an Operator and advanced through maintenance and engineering leadership roles, ultimately supporting plant consolidation, line expansions and capital planning based on return on investment. I developed maintenance and reliability strategies, coordinated multi-plant initiatives and led a corporate-wide maintenance and engineering reengineering project spanning multiple facilities.

I led maintenance systems, capital projects and plant-expansion work across processing, packaging, utilities and distribution. I strengthened preventive maintenance and inventory controls while improving the supervisor team through reorganization, coaching and hiring.

I led plant engineering and maintenance activities supporting manufacturing performance, reliability and capital improvement. I strengthened operational systems, supported SAP implementations and contributed to business integrations and a $14 million line expansion with minimal customer-service interruption.

I managed plant manufacturing operations and improved production performance through process optimization, leadership development and disciplined accountability. I increased yields, reduced direct spend and helped improve quality, safety and employee-retention outcomes.

I provided interim plant leadership with responsibility for production performance, employees, budget execution and operational improvement. I used clear goals, management coaching and accountability to strengthen manufacturing results, quality, safety and organizational effectiveness.

I advanced through plant, manufacturing and engineering leadership roles with full P&L responsibility, overseeing a $400 million annual budget and more than 400 employees. I optimized production processes, increased yields from 87% to as high as 97.8%, reduced direct spend by 3%, improved quality and safety performance, and led SAP implementations, business integrations and a $14 million line expansion.

Jul 2022 – Dec 2022

I led portfolio-company operating initiatives focused on transformation, performance improvement and exit readiness. I partnered with management teams to establish strategic priorities, performance measures and leadership accountability, contributing to improved EBITDA and successful portfolio-company exits.

Oct 2021 – Jun 2022

I supported value creation across portfolio companies by developing operating priorities and driving disciplined execution. I worked with executive leadership to improve manufacturing, supply chain, pricing, margins, working capital and organizational effectiveness, contributing to businesses progressing toward positive EBITDA and exit readiness.

Jul 2018 – Sep 2021

I undertook operating assignments across MiddleGround Capital portfolio companies, partnering with leadership teams on business transformation and execution. I helped establish strategic operating priorities, strengthen accountability and improve performance, including a significant assignment stabilizing an underperforming startup facility in North Macedonia supplying a major automotive manufacturer.

Oct 2017 – Jul 2018

I led logistics and continuous-improvement initiatives during an executive leadership transition. I supported operating performance and organizational effectiveness by improving processes, coordinating cross-functional execution and helping maintain business continuity.

Dec 2016 – Oct 2017

I managed daily manufacturing operations in Canada while transferring 22 product models to the Philippines with minimal disruption. I oversaw the Canadian facility shutdown and launched three additional models in the Philippines, delivering $1.3 million in savings against the closure budget through lease negotiations, asset liquidation and labor savings.

May 2016 – Dec 2016

I led operational improvement initiatives that expanded EBITDA margin from 6% to 18%, contributing to a successful exit generating a 4.0x investment return. I improved finished-goods inventory turns from 3x to 12x annually, established daily, weekly and monthly metrics, introduced companywide Kaizen events and developed senior staff through internal promotions and mentoring.

Oct 2015 – May 2016

I directed the wind-down of a manufacturing facility with more than 600 employees, managing closure planning, inventory and asset liquidation, and facility sale activities. I coordinated with local and state officials on job fairs for displaced employees, liquidated inventory $600,000 favorably to budget and negotiated payment settlements that saved $750,000.

Aug 2013 – Oct 2015

I led operations improvement that expanded EBITDA margin from 9% to more than 20%, contributing to a successful exit generating a 4.5x investment return. I established metrics supporting 96% labor productivity, improved quality and safety, championed pricing agreements with key customers, helped secure $12 million in new business and led operational work supporting the company sale.

Aug 2012 – May 2013

I directed union and customer negotiation strategy, establishing objectives and parameters for negotiating teams. I led manufacturing transfers and the startup of critical operations during consolidation, improved Steel Parts labor efficiency from approximately 60% to 87% and coached senior leaders through a merger.

Four-Year Mechanical and Electrical Maintenance Apprenticeship, Mechanical and Electrical Maintenance

Graduate

Completed a four-year mechanical and electrical maintenance apprenticeship.

Business Administration and Management Coursework, Business Administration and Management

Business Administration and Management Coursework, Business Administration and Management

Business Administration and Management Coursework, Business Administration and Management

Business Administration and Management coursework. Also completed Business Leadership Certification.