SUPERIOR STRATEGIC & OPERATIONAL ADVISORY SERVICES
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Investment Criteria
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Independent Sponsor, Investor & Senior Executive

  • M & A Evaluation And Due Diligence
  • Boards of Directors Memberships
  • Interim CEO Fulfillment

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Mark Redding, Founder

In March of 2020 Mr. Redding formed Equity Visions for the purpose of becoming an independent sponsor of new manufacturing and specialty distribution-based transactions
He also is addressing the shortage of practical, seasoned advice available to private and institutional investors. The mission of this new entity is to leverage his highly diverse, successful, and hands-on experience to support better investment decision making.

Mr. Redding has over 40 years of experience in the manufacturing industry and served as the Chief Executive Officer of Banner Industries (Banner Service, Banner Medical Innovations and Banner Real Estate) from 2003-2020. He initiated the effort to acquire Banner from the Jack Sneeden family and assembled private equity sponsorship to finance the acquisition. Under Mr. Redding’s leadership, Banner has increased revenue from $17M in 2003 to over $100M in 2019. Over this period, Mr. Redding has been instrumental in assembling the management team, installing management systems (ERP conversion) and locating and integrating Banner’s 2 add-on acquisitions. He also successfully executed the greenfield startup of a facility in Charlotte, North Carolina. Much of this early progress can be attributed to the implementation of a strategic planning process lead by him. In 2012 Banner was sold to High Street Capital and he continued his investment and leadership into the next stage of Banner.

In the more recent period, he led the building of another greenfield facility dedicated to the medical device industry in Warsaw Indiana. Beginning in 2015 and in collaboration with the University of Wisconsin, Banner has transitioned the company to the Quick Response Manufacturing environment. Recently Banner was sold to an investment group led by MiddleGround Capital.

Investment Criteria

Financials

$3M to $15M EBITDA

$20M to $150M Enterprise Value

Sectors

Manufacturing (metals or machinery preferred)

Specialty Distribution

Emphasis on services offered

Location

United States

Midwest preferred

Work Summary

  • Years Company Positions Held
    2003-2020 Banner Industries President & CEO
    Major Milestones
    • Grew the company from $17M to $117M annual revenue
    • Increased to five manufacturing sites from the original one – two sites were greenfield and two were acquisitions
    • Built an organic position in the medical device market that achieved 35% of revenue
    • Implemented a Strategic Planning Process
    • Lead the company through two liquidity events averaging a return of 4.5X cash on cash
  • Years Company Positions Held
    2000-2001 General Automotive Manufacturing, LLC President & CEO
    Major Milestones
    • Repositioned the strategic intent of the business to a driving force of production capability focusing on the diesel engine and diesel fuel system market
    • Restructured the business from two plants to one, reducing the headcount from 600 to under 400, while maintaining the same relative production capacity
    • Implemented a TQM and team-based employee participation
    • Changed the company mentality from one of paternal leadership and entitlement to that of performance based thinking, business unit metrics and employee involvement including gain sharing
  • Years Company Positions Held
    1997-1999 Mason Wells Outside Associate
    Major Milestones
    • Review offering memorandums, management presentations and partial or complete due diligence on over 50 companies
    • Participated in the successful closing of General Automotive Mfg. LLC and accepted the position of President and CEO
  • Years Company Positions Held
    1995-1997 Beloit Corporation Group Vice President, Mill Pro Services
    Major Milestones
    • Formed new $500M group from 8 disconnected entities
    • Worked with other Beloit Senior Management and Michael Porter’s Monitor Group to develop new strategy for Beloit
    • Began implementation and acquisitions for the new worldwide “local entity” model for Mill Pro
    • Completed new Management Structure
  • Years Company Positions Held
    1992-1995 J&L Fiber Services, Div. of Beloit Corporation Harnischfeger Industries Vice President/General Manager
    Major Milestones
    • Grew company another 25%
    • Maintained profitability within new accounting system
    • Launched new product line
    • Participated in Beloit Senior Management Council and sponsored many top management initiatives
    • Retained independent culture and customer service levels at J&L
  • Years Company Positions Held
    1982-1992 J&L Plate President/COO
    Major Milestones
    • Completed modernization of machining facility
    • Multi-phase modernization of casting operations
    • New technical service coverage model
    • Major sales growth in Europe, Brazil and Asia
    • TQM revolution
    • Transition to Strategic Planning/Operation culture
    • Became No. 1 in industry
      • North American market share >50%
      • Global share >35%
    • Profitability from 5% ROS to 15% ROS
  • Years Company Positions Held
    1979-1982 J&L Plate & Machine Works National Sales Manager
    Major Milestones
    • Implemented completely new customer coverage & sales model
    • Increased market share threefold
    • Added key secondary products & services
    • Implemented critical sales forecasting & sales “needs” system
  • Years Company Positions Held
    1974-1978 Gartland Foundries (sister company to J&L Plate & Machine Works) Foundry Manager, Vice President/General Manager
    Major Milestones
    • Stabilized existing operation
    • Developed high alloy capability
    • Built completely new foundry
    • Increased production fivefold
    • Started new outside casting business in the pump industry

Work Summary

  • Years: 2003-2020
    Company: Banner Industries
    Positions Held: President & CEO
    Major Milestones
    • Grew the company from $17M to $117M annual revenue
    • Increased to five manufacturing sites from the original one – two sites were greenfield and two were acquisitions
    • Built an organic position in the medical device market that achieved 35% of revenue
    • Implemented a Strategic Planning Process
    • Lead the company through two liquidity events averaging a return of 4.5X cash on cash
  • Years: 2000-2001
    Company: General Automotive Manufacturing, LLC
    Positions Held: President & CEO
    Major Milestones
    • Repositioned the strategic intent of the business to a driving force of production capability focusing on the diesel engine and diesel fuel system market
    • Restructured the business from two plants to one, reducing the headcount from 600 to under 400, while maintaining the same relative production capacity
    • Implemented a TQM and team-based employee participation
    • Changed the company mentality from one of paternal leadership and entitlement to that of performance based thinking, business unit metrics and employee involvement including gain sharing
  • Years: 1997-1999
    Company: Mason Wells
    Positions Held: Outside Associate
    Major Milestones
    • Review offering memorandums, management presentations and partial or complete due diligence on over 50 companies
    • Participated in the successful closing of General Automotive Mfg. LLC and accepted the position of President and CEO
  • Years: 1995-1997
    Company: Beloit Corporation
    Positions Held: Group Vice President, Mill Pro Services
    Major Milestones
    • Formed new $500M group from 8 disconnected entities
    • Worked with other Beloit Senior Management and Michael Porter’s Monitor Group to develop new strategy for Beloit
    • Began implementation and acquisitions for the new worldwide “local entity” model for Mill Pro
    • Completed new Management Structure
  • Years: 1992-1995
    Company: J&L Fiber Services, Div. of Beloit Corporation Harnischfeger Industries
    Positions Held: Vice President/General Manager
    Major Milestones
    • Grew company another 25%
    • Maintained profitability within new accounting system
    • Launched new product line
    • Participated in Beloit Senior Management Council and sponsored many top management initiatives
    • Retained independent culture and customer service levels at J&L
  • Years: 1982-1992
    Company: J&L Plate
    Positions Held: President/COO
    Major Milestones
    • Completed modernization of machining facility
    • Multi-phase modernization of casting operations
    • New technical service coverage model
    • Major sales growth in Europe, Brazil and Asia
    • TQM revolution
    • Transition to Strategic Planning/Operation culture
    • Became No. 1 in industry
      • North American market share >50%
      • Global share >35%
    • Profitability from 5% ROS to 15% ROS
  • Years: 1979-1982
    Company: J&L Plate & Machine Works
    Positions Held: National Sales Manager
    Major Milestones
    • Implemented completely new customer coverage & sales model
    • Increased market share threefold
    • Added key secondary products & services
    • Implemented critical sales forecasting & sales “needs” system
  • Years: 1974-1978
    Company: Gartland Foundries (sister company to J&L Plate & Machine Works)
    Positions Held: Foundry Manager, Vice President/General Manager
    Major Milestones
    • Stabilized existing operation
    • Developed high alloy capability
    • Built completely new foundry
    • Increased production fivefold
    • Started new outside casting business in the pump industry

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