John Gordon has more than 25 years of diverse business experience demonstrating an ability to bring deep financial and analytic skills along with a passion for operational improvement to difficult situations. John has held several C-level positions and led numerous engagements, including operational and financial assessments. He has experience in a variety of products and processes.

Prior to joining CR3 Partners, John was a Founding Partner with Corporate Revitalization Partners, LLC, a turn-around consultancy.

Representative Experience

• Financial advisor to a $7B protein company. Led a team to identify operating expense and sales channel improvements. Assisted the management team in implementing plan yielding hundreds of millions of dollars of improvements.
• CRO to a middle-market food packing company. Led a team to deal with a liquidity crisis and went on to improve operations and sales cycle issues.
• Financial Advisor to a wine distributor. Led operational assessment, identifying need for dramatic inventory reduction and SKU rationalization along with G&A expense reductions. Provided support in handling lender issues, and managed a recapitalization/sale effort.
• Acting COO for $100MM specialty and MRO industrial products distributor. Oversaw reduction in inventory. Drove aged receivables down from 36% to 16% yielding $3MM in working capital.
• CEO of All Star Gas Corp, a $60MM eight-state, propane distributor. Led the company through 15-month bankruptcy reorganization. Improved EBITDA by $3.2MM in the first 12 months. Implemented financial and physical product hedging plan. Managed sale of the business.
• CFO of $45MM multi-unit cabinet manufacturer. Spearheaded due diligence effort on $17MM add-on granite countertop business.
• Program Lead for $200MM+ division of a large crane manufacturing building aerial work platforms. Led teams pursuing production and product development improvements.
• Interim COO of $80MM after-market automotive parts distribution business struggling with poor inventory management, challenging acquisition integration, and uncontrolled product return cycles.