New Port Partners principals have turned around multiple NASDAQ listed and private equity companies creating over $6B dollars in incremental shareholder value

Meet New Port Partners: Transforming Business

Fast-Paced and Collaborative

Specialized Consulting Excellence

End-to-End Support

Investors and Boards of Directors demand an ROI on AI investments

New Port Partners helps clients identify the most optimal AI applications for their business and guides them through implementation

New Port Partners’ Process

“Companies Had Fun Experimenting With AI. Now They Have to Show the Returns”

- WSJ, October 9, 2024

“The window for experimenting is mostly behind us now”

 - Tech leader at WSJ’s CIO Network Summit

“This is a time when you should be getting benefits, and hope that your competitors are just playing around and experimenting”

- Erik Brynjolfsson, Workhelix Co-founder

“One way to tell if the needle has moved: AI-based tools must be able to prove their worth in less than 12 months”

- Nicholas Parrotta, CIO and President at Harman

“When generative AI came along, there was a certain amount of discretionary funding that we could look at to go experiment and test out some of the technology.  But really to scale beyond some of those experiments, we’re seeing the need to actually make a better business case”

- Jonny LeRoy, CTO at W.W. Grainger

New Port Partners Value Proposition

Meet the Team

Dan Mondor

Managing Director & Co-founder

Dan has extensive C-Suite experience, having served as Executive Chairman, CEO, and President of global public and private equity companies. Dan is a business transformation expert known for developing winning business strategies and dramatically increasing shareholder value.

Robert Barbieri

Managing Director & Co-founder

Bob is a highly successful CFO with extensive C-Suite experience in transforming underperforming organizations into quality companies. Bob has in- depth expertise in finance, business analytics, global M&A and capital raising and a track record of achieving growth, profitability and increasing shareholder value.

Doug Kahn

Managing Director & Co-founder

Doug has over 30 years hands-on industry leadership experience in Operations, Engineering, Customer Support and IT.  He has held positions of increasing responsibility through EVP and C-Suite level in large multi-nationals, small companies, startups and private equity.

 


Proven Company Leadership Experience


New Port Partners focuses on companies with profiles that directly align with our business transformation experience

  • Listed public companies

  • Private equity portfolio companies

  • Privately-held firms

  • VC backed late-stage startups

We differentiate ourselves by NOT being all things to all people

Our Services: Public and Privately-held Companies

Performance Improvement/Business Transformation Advisory Services

Interim & Fractional CXO

Crisis Management

Strategic Assessment

Pre-IPO Preparation & Support

Pre-Acquisition Due Diligence and Acquisition Support

Post-Acquisition Performance Improvement Services

Exit Support

Testimonials

I was the lead board member who recruited Dan to take over as CEO of NASDAQ global tech company. His immediate challenge was to address numerous financial and operational challenges. Under Dan’s leadership the company was restructured and reorganized for cost efficiency, he top-graded the senior executive team, developed a strategic plan to target investment in products and go to market. Additionally, the company was re-capitalized through a successful private placement, issuance of a new convertible bond, divesting a non-strategic operation to raise cash, and eliminated all bank debt. Dan methodically transformed the company resulting in a $2B+ increase in shareholder value and common shares reached a 20-year high during his tenure.
Robert Pons, Board of Directors, Marpai (NASDAQ: MRAI)

I joined the board of a NASDAQ listed global technology company when Dan was CEO. Early in his tenure the 2007-2009 global economic crisis caused a significant reduction in revenue due to customers’ capex pullback. In response, he took immediate action by balancing cost reductions with targeted investments to ensure the company would emerge from the downturn with a competitive edge. Post recession, the company posted 11 consecutive profitable quarters and generated strong free cash flow for the first time in the company’s history. The company ranked #1 or #2 in their peer group for revenue growth, profitability, return on equity and return on assets. Shareholder value increased 250% and common shares reached a 10-year high during his tenure.
Dilip Singh, Executive Chairman and Founder, Matellio Corporation

I have hired Doug 4 separate times into 4 separate companies.  In each instance, he has worked collaboratively with the global incumbent team, quickly and thoroughly identified and assessed areas where performance improvement was needed, developed an action plan and executed.  He is customer and results oriented, data driven and engages his team to achieve the highest levels of operational performance.  
Tom Tiernan, CEO, Operating Partner, Board Member

We brought Doug on board to lead Operations and Customer Support at a high-growth, Silicon Valley Enterprise hardware & software late-stage startup.  His focus was to ensure scalability to support the planned rapid growth, and to prepare the organization for IPO.  Doug defined the strategic direction and led his team through a profound transition that resulted in best-in-class supply chain delivery performance, cost optimization and product quality, along with Customer Support scalability through automation, self-service tools and product quality improvements. He is an outstanding driver of change and mentor to his team. 
Ian Halifax, CFO, SUSE

I’ve known Bob for 25+ years and worked closely with him while I was SVP, Corporate Development and Treasurer at Lawson Software.  Bob truly is multi-talented.  While officially CFO, he was really a strategic partner to the CEO and the board and was responsible for many non-financial areas at Lawson including investor relations, customer service, IT and information systems, R&D, strategic partnerships and Mergers and Acquisitions.  He has a unique combination of strategic experience and practical financial/operations knowledge that allows him to provide critical perspective towards improving operations at the largest companies while understanding the key steps necessary to scale smaller organizations into world class businesses.  Bob has also provided that skill set and experience to board of director roles and his advisory/consulting practice.
David Kercher, Managing Director & Co-Founder, Sasqua Fields Group

Select Business Transformation Achievements

Company A

Distressed NASDAQ listed company struggling to make payroll, poor morale, directionless, failed M&A transaction, single customer, single product, ignored by Wall Street


Solutions

  • Transformed hardware product company into a global wireless device-to-cloud SaaS company. $220M new product revenue in 24 months.

  • Recruited new senior management team from leading global companies, refreshed board of directors, attracted new investors

  • Raised $150M in new capital from a Private Placement (PIPE), issued new convertible bond and eliminated all bank debt 

  • Successfully divested nonstrategic operations to strengthen balance sheet

  • Raised profile on Wall Street through extensive non-deal roadshows (NDR) and investor interest via multiple appearances on Mad Money, Fast Money and Fox Business  


Results

  • Increased shareholder value from $50M to $2B

  • Shares reached a 20-year high

  • Daily trading volume increased 20x from ~ 50k shares to > 1M

  • Doubled analyst coverage

  • Achieved industry thought leadership status


Company B

NASDAQ listed company consistently unprofitable, lacked strategy, legacy products, small TAM, underperforming sales force


Solutions

  • Implemented new strategic plan to transform the company

  • Launched new products from a legacy video-on-demand supplier into an IP video content delivery and SaaS data analytics company 

  • Strengthened go-to-market teams in NA, EMEA and APAC; Signed 1st contract in China with Tier 1 cable operator

  • Navigated 2007-2009 global recession and 30% revenue contraction via surgical cost cutting

  • Recruited new management team and strengthened Board 


Results

  • Delivered 11 consecutive profitable quarters for the first time in company history

  • The company ranked #1 or #2 in peer group for profitability, revenue growth, return on equity and return on assets 

  • Increased shareholder value by 250%

  • Shares reached a 10-year high


Company C

Private, founder-led software and services company lacking professional processes and scalability to compete against larger global companies.


Solutions

  • Utilized IPO readiness to transform and upgrade all essential business management processes

  • Aligned functional teams’ activities and KPIs around key strategic targets

  • Developed vertical go-to-market strategy to capture market share against larger horizontal competitive strategies

  • Targeted and integrated multiple acquisitions to build out product offerings


Results

  • Company valuation improved from less than $500M to over $3B

  • EBITDA margin improved from low single digits to 20%

  • Professionalized and scaled to a global top 5 public business management software company

  • Achieved “unicorn” status with global IPO

  • Consistently profitable with very strong balance sheet


Company D

NASDAQ listed global product and services company, challenged with low-profit, high-risk overseas business units.


Solutions

  • Performed detailed strategic business analysis of all operating units

  • Led turnaround efforts in the various units to drive toward improved results

  • Business units no longer strategic or able to achieve acceptable cash flow and profitability were rationalized, sold off or shut down

  • Installed advanced financial analysis tools that drove improved performance and accountability

  • Financially restructured company with improved liquidity, capital availability and investor relations


Results

  • Increased lines of credit and equity value by over $300M

  • Eliminated over $250M in annualized costs from low-performing business areas dramatically increasing profitability

  • Stabilized and focused the company around core long-term strategic businesses

  • Significantly reduced operational and financial risk

  • Rebuilt executive staff around executing revised long-term strategy

  • Company honored in Fortune magazine as “Top 100 companies to work for”


Company E

NASDAQ listed company with uncompetitive supply chain service levels and antiquated IT infrastructure


Solutions

  • Transitioned from one low-performing factory in China to two tier 1 contract manufacturers in Taiwan and Mexico

  • Dual & triple-sourced component material where possible

  • Instituted Sales & Operations Planning process

  • Consolidated multiple legacy, unsupported IT systems across 12 legal entities to a common state-of-the-art CRM & ERP backbone

  • Instituted a cybersecurity roadmap and employee training program


Results

On time delivery performance

BEFORE 17% >> AFTER 99.9%

Contract manufacturer mark up

BEFORE 22% >> AFTER 4%

Product returns (RMA)

BEFORE >20% >> AFTER >1%


Company F

Late-stage enterprise startup without a scalable supply chain or customer support


Solutions

  • Built and scaled Global Operations and Customer Support team through rapid growth and NASDAQ IPO

  • Restructured and transitioned supply chain to tier 1 contract manufacturer and component suppliers

  • Instituted Sales & Operations Planning process

  • Restructured customer support team to enable scalability through automation, self-service tools and product quality improvements


Results

  • Order lead time 1-2 days

  • On-time delivery reliably 100%

  • Clean order rate reliably 100%

  • Customer satisfaction consistently above 90%, best-in-class scores among all relevant competitors

  • Supply chain scalability & flexibility enabled end-of-quarter order surges


Company G

Mature enterprise AV company with multi-quarter history of negative EBITDA and burning cash


Solutions

  • Fast paced strategic assessment

  • Conducted detailed, fact-based SWOT analysis to evaluate industry, market, competitive environment and client opportunities

  • Benchmarked comparables and quantified current and potential valuation

  • Evaluated several strategic scenarios including fix, sell & exit and recommended most optimal direction for shareholders

Results

  • 3-week engagement start to finish

  • SWOT identified clear areas of focus

  • Benchmarking included all relevant public companies and recent M&A transactions

  • Recommendation included quick win action plan and longer term playbook to significantly improve valuation