Joe Compitello

Joe Compitello is a Senior Director at MorrisAnderson. As CRO/CEO of a private, distressed mid-market industrial equipment manufacturer, Joe refinanced senior and sub debt as well as senior and equity funding; implemented organizational restructuring and long term strategic planning; restructured dealer network, manufacturing and support functions; and negotiated the sale of the business to a selected strategic buyer utilizing a section 363 process. As a result, he returned all secured debt, negotiated new agreements with all existing vendors, saved 80% of the work force; maintained all government contracts and secured the dedicated distributor network.


Joe is a member of the Turnaround Management Association (TMA)., Commercial Finance Association (CFA) and New York Institute of Credit (NYIC). He has a Bachelor’s degree from Duke University and a MBA from Fairleigh Dickenson University. He has a Green Belt certification in Lean Six Sigma.

SERVICES

Joe has successfully managed and assisted numerous companies, both private and public, consulted on start-up’s; turnarounds; operational and organizational restructuring; financial management and recapitalization; strategic planning; as well as acquisitions and sales. Having extensive personal experience working with family owned businesses as an owner , senior executive and financial advisor, Joe brings a unique perspective and expertise to challenging financial and organizational environments .

INDUSTRIES

Joe has significant experience in industrial, medical device, and paper products manufacturing, global distribution; healthcare supplies and distribution, government GSA contracts, and direct and distributor sales networks.


  • Responsible for the sale, transfer and implementation of non core manufacturing business from NYSE manufacturer for consumer based office products. Working with established dealer and industrial manufacturing networks, he implemented and integrated new manufacturing systems and processes; managed transition and secured new vendor, government and distribution contracts.
  • Based in Europe for a global Industrial steel equipment manufacturer, Joe led the integration of acquired US manufacturing facilities into existing European operations. Implemented new processes and systems and up graded plant equipment and software. Established new sales organization throughout Western Europe as well as distribution networks in Middle East/Asia and United States.
  • Joe created business plan denoting strategies, tactics, product portfolio and resources to grow global revenue and market share.
  • Led the sale and start-up of a private equity venture through the acquisition and integration of five (5) underperforming individual manufacturing companies to create a consolidated $65 million manufacturer with four facilities located strategically throughout the US. Established strategic direction and vision. Negotiated both senior and sub debt. Actively recruited customers, employees and suppliers. Built an customer driven organization based on accountability, responsibility, trust, communication and teamwork. Coordinated integration with new equity partner managing financial results and investment returns.
  • As group President for a fortune 500 public paper manufacturer, he led multiple internal integration efforts in response to the acquisition of new companies with existing companies. Restructured organization to maximize sales relationships and channels., operational efficiencies, maximize productivity and leverage employees’ core competencies resulting in increasing EBITDA by 200%.
  • As President of a publicly owned manufacturing company, he led the restructuring a $110 million specialty manufacturer with declining sales, depressed earnings and high turnover. Increased revenues by $40 million and EBITDA by $5.1 million in 4 years. Created vision, established guiding principles, communicated core values to organization, customers and suppliers. Established long term goals, strategies and sales/market focus. Implemented high-performance work teams and lean manufacturing processes. Reduced production costs $500,000 per year by consolidating manufacturing into 3 plants. Implemented single ERP Software.