Experienced turnaround strategist, CEO and CFO engaged in utilizing quantitative and qualitative solutions for business renewal. Notable accomplishes include: As CEO, restructured the Terrill Manufacturing Company, a commercial architectural woodwork and customer commercial casework manufacturer. Increased capital four times, revenues by 72 percent and earnings after 10-years of declining bottom-line (4 years of losses). Reconstituted liquidity as CFO to KENROB Information Technology Solutions Company. Negotiated and advised the acquisition and orderly liquidation of Waltco Engineering. Restructured the pre-petition debts of Lone Star Industries, LTV Corporation, and Memorex Telex Corporation.
Gary Rushin’s restructuring practice is a veteran advisor and industry agnostic. When the company is trending towards the “zone of insolvency”, operations weakens or strategic initiatives is not synchronized to the plan, a financial or operational restructuring, or a combination of both, may be called upon. Worked for companies, institutions, and their stakeholders, Gary Rushin has engaged in numerous restructuring situations, delivering crisis management and advisory services affecting operational and financial restructurings and guiding clients through the restructuring process.
As an advisor to companies, Gary Rushin has prompted stabilizing and revitalizing operations, enhancing long-term value through the reduction of costs, shedding of non-essential operations, optimizing capital structures, developing badly needed plans for working capital and long-term financing and structuring reorganization plans. In working with stakeholders, Gary Rushin successfully augmented value, supported litigation, provided formal company- and industry-specific reports, developed competing reorganization plans and supported testimony and expert work product.
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129 West 147th Street
New York, New York 10036
SENIOR EXECUTIVE: Experienced turnaround strategist, CEO and CFO developing and implementing improvement plans i.e., strategy mapping, organizational restructuring, product and service re-alignment, and sales and marketing positioning.
Chief Executive Officer (September 16, 2013 – December 15, 2016) As the CEO, implemented a turnaround of this near 70-year old architecture woodwork and casework manufacturing company that generated losses since fiscal year 2010.
Principal (2001– 2013) Develop and provide executive training programs to small to medium size enterprises on strategies, accountancy, turnarounds, and financial risk management. Advised small to medium size companies on bankruptcy, insolvency, and other turnaround-issues. Operate and post blogs on http://garyrushin.com to generate clients.
Credit Risk Manager, Partner Risk Management—Multifamily Mortgage Business (Jan. 2010 – Nov. 2011) Post-U.S. government receivership, managed the Multifamily Mortgage Business – Partner Risk Management team that assessed counter-party credit and liquidity risks of over 30 bank/non-bank DUS (Delegated Underwriters and Servicers) lenders and DUS-like mortgage lenders from global institutions to private equity-funded mortgage bankers.
Adjunct Professor: Accounting and Finance, (2002 – 2007)
Financial Consultant and Advisor, 1999 – 2000.
Corporate Controller (1999) Established in May 1998, as a venture-funded company established to help companies protect their critical I/T infrastructures from hackers, the company failed to transition from a development stage company and subsequently filed for bankruptcy in 2000.
Banking Advisor (1998) Under the auspices of the World Bank, authored all Non-Bank Financial Institutions (NBFIs) prudential regulations, in a country that lacked mature bankruptcy regulations and depository insurance, in accordance with the Basle I. Covered saving banks, credit unions, foreign exchange bureaus, acceptance houses, venture capital companies, discount houses, building societies, and mortgage finance-, leasing-, and finance companies. Successfully recommended strengthen against default and systematic risks and to protect depositors while allowing a competitive market to function efficiently.
Chief Financial Officer and Strategic Planning (1997 – 1998). An information technology service provider servicing primarily the U.S. federal government (Dept. of Energy, DoD, Transportation, etc.), implemented turnaround plan that reconstituted liquidity, stabilized accounting personnel, generated positive cash flows, and first year of profitability in four years. Restructured the corporation into three entities (two limited liability companies and a chapter S company) to maximize profits and minimize tax burden, and reorganized the accounting system to optimize usage.
Financial Analyst – Insolvencies, (1991- 1997) A member of the newly formed Corporate Finance and Negotiations Department tasked with negotiating major financial and insolvency restructurings.
Director of Corporate Finance-1989 – 1990
Assistant Vice President-Middle Market Lending—Area responsibilities Baltimore through Washington D.C. included oversight of insurance companies.
Credit Analyst and International Commercial Lending Officer area manager for Australia, New Zealand, Singapore, Malaysia, Thailand, and Indonesia ($250 million credit exposure). Established Middle East relationship coving Saudi Arabia, Kuwait, Egypt, and the United Arab Emirates.
– Certified Public of Accountant – Maryland State Board of Accountancy, License 21470 January 1994 – Present
– Chartered Global Management Accountant – American Institute of Certified Public Accountants, January 2014- Present
– Certified Insolvency and Restructuring Advisor – Association of Insolvency and Restructuring Advisors, License 864 December 2005 – 2015
– Certified Information Technology Professional – American Institute of Certified Public Accountants, License 012 December 2000 – December 2006
– SAP Application Consultant – ASAP Implementation Certification SAP Solution Academy – SAP Americas, License 0002303565 August 2001 – Present
University of Virginia, Darden School of Business – Executive Education
– International Commercial Lending – Certificate of Specialization
– Negotiation Success: A Learning Laboratory – Certificate of Specialization
KEYWORDS: CEO, CFO, Turnaround, Restructuring, Business Development, Strategic Planning