ERICH STOLZ
PRIVATE EQUITY CFO | VALUE CREATION & EXIT PROFESSIONAL
Houston,Texas
Summary
Erich Stolz is a Private Equity CFO, Transformation Executive, and value creation leader with 30+ years of experience driving EBITDA growth, operational turnarounds, Free Cash Flow improvement, and exit readiness across sponsor-backed industrial, manufacturing, engineering, and commercial services companies. He has delivered more than $884M in enterprise value creation across 25+ portfolio engagements ranging from $20M to $600M+ in revenue. Serving as Interim CFO, Turnaround CFO, Chief Transformation Officer, CEO Co-Pilot, and Board Director, Erich partners directly with private equity sponsors, boards, lenders, and executive teams to stabilize underperforming businesses, implement KPI-driven operating systems, optimize working capital, accelerate profitability, and position companies for premium exits. His track record includes generating a $48M enterprise value increase and $22M Free Cash Flow improvement prior to a successful Bosch exit, delivering a $38M enterprise value uplift supporting a Siemens divestiture, and achieving a 5.5x investor return across multiple PE portfolio companies through disciplined operational and financial transformation. A Certified Turnaround Professional (CTP), Business Transformation Professional, and NACD Board Leadership Fellow, Erich is recognized for his hands-on leadership style, operational rigor, and ability to align financial strategy with execution to create sustainable shareholder value.
Overview
3
3
Certification
30
30
Years of professional experience as CFO + CEO
Work History
Fractional CFO
CFO Center
06.2020 - Current
- Serving as Fractional CFO at small companies - $1M to $20M Revenue.
Covering the entire spectrum of financial management with a focus on Cash Flow Management,
Strategic Planning & Execution, Recruiting and Retaining Champion Employees, Creating &
Implementing KPIs, Effective Leadership, and Superior People Skills. - Implemented KPI-driven operating systems, rolling forecast models, and executive reporting frameworks that significantly improved visibility into profitability, cash flow performance, operational efficiency, and growth opportunities. Established disciplined operating cadence across leadership teams, enabling faster decision-making, improved margin management, and stronger alignment between operational execution and strategic financial objectives.
- Served as strategic CEO Co-Pilot during complex transformation and growth initiatives, advising executive teams on financial restructuring, organizational scalability, operational redesign, and enterprise performance improvement. Helped companies strengthen execution discipline, improve leadership alignment, and accelerate turnaround initiatives designed to maximize enterprise value and long-term competitiveness.
- Directed financial modernization initiatives that enhanced forecasting accuracy, improved working capital performance, strengthened Free Cash Flow generation, and increased lender and investor confidence. Played a central role in preparing businesses for strategic exits, acquisition readiness, and long-term operational scalability through disciplined governance and financial leadership.
- Advised private equity-backed and privately held companies on profitability improvement, restructuring strategy, operational transformation, and growth acceleration. Consistently delivered measurable financial and operational improvements through hands-on leadership, rapid implementation of scalable systems, and strong cross-functional collaboration across executive and operational teams
CFO | Turnaround CEO | CEO Co-Pilot
American Management Advisors, Inc.
Houston, TX
07.1999 - Current
- Turned around 25+ underperforming companies and turned them into flourishing and
prosperous entities. - Partnered directly with private equity sponsors, CEOs, and founder-led businesses to
stabilize underperforming organizations and execute enterprise-wide transformation
initiatives across industrial and commercial operating environments. Led hands-on
financial leadership engagements focused on EBITDA expansion, liquidity improvement,
operational discipline, and sustainable shareholder value creation while strengthening
leadership accountability and investor confidence. - Implemented KPI-driven operating systems, rolling forecast models, and executive
reporting frameworks that significantly improved visibility into profitability, cash flow
performance, operational efficiency, and growth opportunities. Established disciplined
operating cadence across leadership teams, enabling faster decision-making, improved
margin management, and stronger alignment between operational execution and
strategic financial objectives. - Served as strategic CEO Co-Pilot during complex transformation and growth initiatives,
advising executive teams on financial restructuring, organizational scalability, operational
redesign, and enterprise performance improvement. Helped companies strengthen
execution discipline, improve leadership alignment, and accelerate turnaround initiatives
designed to maximize enterprise value and long-term competitiveness. - Directed financial modernization initiatives that enhanced forecasting accuracy, improved
working capital performance, strengthened Free Cash Flow generation, and increased
lender and investor confidence. Played a central role in preparing businesses for
strategic exits, acquisition readiness, and long-term operational scalability through
disciplined governance and financial leadership. - Advised private equity-backed and privately held companies on profitability improvement,
restructuring strategy, operational transformation, and growth acceleration. Consistently
delivered measurable financial and operational improvements through hands-on
leadership, rapid implementation of scalable systems, and strong cross-functional
collaboration across executive and operational teams - Led high-impact turnaround and transformation engagements across private equity-
backed portfolio companies ranging from $20M to over $600M in revenue, serving as
Interim CFO, Turnaround CEO, and strategic CEO Co-Pilot. Partnered directly with
sponsors, boards, and lenders to stabilize operations, restore profitability, strengthen
liquidity, and execute aggressive value creation initiatives in complex multi-site operating
environments. - Directed a comprehensive operational and financial transformation for Rexroth Corp, a
$612M industrial manufacturing platform with six production facilities. Generated a $48M
increase in shareholder value, expanded EBITDA from $46M to $58M, and improved
Free Cash Flow by $22M through operational restructuring, KPI governance systems,
and working capital optimization prior to a successful sale to Bosch Automotive Group. - Spearheaded the turnaround of a $345M engineering and industrial services organization
consisting of 11 private equity portfolio companies. Increased enterprise value from
$150M to $188M while delivering $55M in revenue growth and $9.5M EBITDA expansion
through operational discipline, financial restructuring, and strategic growth execution that
supported a successful divestiture to Siemens Europe. - Led enterprise-wide operational improvement and growth initiatives for a $249M industrial
services and plant turnaround company operating across 12 business units. Developed
and executed a long-term growth strategy targeting expansion to $1B in revenue while
delivering an $11M increase in operating profit and a $12M improvement in Free Cash
Flow through enhanced margins, cost controls, and working capital discipline. - Executed multiple successful private equity and founder-led turnarounds, including
transforming a $10M operating loss into an $8M operating profit for a multi-site industrial
coating group, driving 34% revenue growth and an $8M profit swing for a PE-backed
steel fabricator, and implementing financial governance systems that increased cash
holdings from $2M to $7M for a major construction contractor. Consistently delivered
measurable EBITDA growth, liquidity improvement, and enterprise value acceleration.
Board Director & Chairman
Various Companies
10.1990 - 05.2022
- Served as Board Director and Chairman across multiple private equity-backed, industrial, manufacturing, and consulting organizations throughout the United States and Europe. Provided strategic oversight focused on turnaround execution, governance improvement, operational transformation, and long-term enterprise value creation while partnering closely with executive leadership teams and investors.
- Contributed leadership across audit, compensation, strategy, governance, and nominating committees, helping organizations strengthen financial controls, executive accountability, and enterprise performance management systems. Supported boards and leadership teams in evaluating operational risks, capital allocation priorities, and organizational restructuring initiatives designed to improve profitability and shareholder returns.
- Played an active advisory role in private equity value creation and exit readiness initiatives, helping portfolio companies improve EBITDA performance, optimize Free Cash Flow, and strengthen strategic positioning prior to sale or recapitalization events. Contributed operational and financial expertise that supported sponsor-led transformation mandates across multiple industries and business models.
- As Chairman of the Board for ESCH (Executive Corps of Houston), led governance and strategic planning initiatives focused on organizational growth, operational excellence, and sustainable performance improvement. Helped strengthen leadership alignment, board effectiveness, and long-term strategic direction while fostering a culture centered on accountability and measurable business outcomes.
- Supported operational transformation across multiple board engagements by advising executive leadership teams on restructuring strategies, scalability initiatives, financial discipline, and investor readiness. Leveraged extensive turnaround and CFO leadership experience to help organizations navigate complex business challenges and execute disciplined strategic growth initiatives.
Executive Vice President & Acting CFO – U.S. Portfolio
A.G.I.V. A Private Equity Group
01.1996 - 06.1999
- Held full P&L responsibility for three underperforming U.S. portfolio companies operating across North Carolina, Florida, and Oklahoma, leading simultaneous turnaround and transformation initiatives under aggressive private equity performance mandates. Worked directly with European ownership and executive leadership teams to restore profitability, strengthen liquidity, and prepare the businesses for successful exits within accelerated timelines.
- Increased combined portfolio revenue from $156M to $206M, representing 32% growth, while executing a $12M profit swing by transforming a combined $3.6M loss into an $8.5M operating profit. Achieved all transformation objectives approximately 18 months ahead of schedule through disciplined operational execution, financial restructuring, and aggressive performance management initiatives.
- Improved portfolio-wide Free Cash Flow from near-zero and negative levels to approximately $6.5M through rigorous working capital optimization, cost reduction initiatives, liquidity management, and operational efficiency improvements. Strengthened financial stability across all three portfolio companies while significantly increasing investor confidence and enterprise valuation.
- Led the turnaround of American Barmag Corp., an engineered equipment manufacturer, growing revenue from $121M to $161M while increasing profits by more than 430%. Implemented operational redesign initiatives, margin enhancement strategies, and financial controls that generated $3M in Free Cash Flow and significantly improved long-term profitability.
- Directed financial and operational transformations at Avenatech Inc. (Hospital
Decontamination Equipment) and Carapace Inc.(Orthopedic Products), successfully converting substantial operating losses into profitable businesses while improving liquidity and operational scalability. Delivered measurable EBITDA growth, Free Cash Flow improvement, and enterprise stabilization that ultimately contributed to a 5.5x return on invested capital for private equity stakeholders.
President
Schott Process Systems, Inc.
, New Jersey
10.1990 - 09.1995
- Led the complete operational and financial transformation of the U.S. subsidiary of a $2B multinational industrial organization, holding full P&L responsibility for a manufacturer of engineered process equipment serving the chemical and pharmaceutical industries. Successfully repositioned the company from an underperforming operation into one of the highest-performing entities within the global enterprise.
- Increased company revenue more than six-fold from $12M to $74.5M within five years through aggressive business development initiatives, operational restructuring, strategic expansion, and enhanced customer engagement. Simultaneously grew EBITDA from near zero to $12M while delivering record-breaking dividends for five consecutive years.
- Redesigned core manufacturing and operational processes, resulting in productivity improvements exceeding 300% across the organization. Implemented scalable operating systems, enhanced production workflows, and introduced disciplined performance management structures that significantly improved operational efficiency, throughput, and profitability.
- Strengthened financial leadership capabilities by modernizing accounting systems, implementing robust budgeting and reporting frameworks, and improving cash flow management disciplines. Enhanced organizational visibility into operational performance while improving forecasting accuracy, cost controls, and executive decision-making capabilities.
- Successfully integrated a newly acquired $39M business while maintaining operational momentum and profitability growth throughout the transition. Demonstrated strong acquisition integration leadership by aligning operations, improving organizational efficiency, and accelerating post-merger performance improvement initiatives.
Financial Manager > Product Manager > Senior Product Manager
AEG Electronic, Elect Division of Mercedes-Benz
10.1980 - 09.1990
- Progressed rapidly through multiple leadership promotions within the $3B Mercedes-Benz electronics and electrical products division, advancing from Financial Manager to Product Manager and ultimately Senior Product Manager with full P&L responsibility for two major industrial product lines. Oversaw manufacturing operations, sales, technical services, budgeting, and operational performance across multiple European facilities.
- Expanded combined product line revenue from $61M to $289M, representing approximately 375% growth, through disciplined commercial strategy execution, operational scaling, market expansion, and cross-functional leadership. Simultaneously grew EBITDA from zero to $22M while significantly improving profitability and operating efficiency across the business.
- Managed five manufacturing facilities located across Germany, Spain, Ireland, and Hungary, coordinating complex international operations in highly technical and industrial production environments. Strengthened operational consistency, manufacturing performance, and organizational accountability across geographically diverse operations.
- Directed full-spectrum operational leadership responsibilities including budgeting, cash flow management, cost controls, technical service operations, pricing strategy, and production performance management. Established strong financial and operational discipline that improved margin performance and supported rapid organizational growth initiatives.
- Developed foundational expertise in operational transformation, financial governance, and enterprise leadership that later became central to his success in private equity portfolio turnarounds and enterprise value creation initiatives. Demonstrated early ability to integrate financial strategy with operational execution to drive measurable business performance improvement.
Assit. & Corporate Controller | VP Finance & Admin
Canon Europea-$31M company grew to $333M in 6 year
12.1974 - 09.1980
- Advanced rapidly through multiple financial leadership roles at Canon Europe, progressing from Assistant Controller to Corporate Controller and ultimately Vice President of Finance and Administration. Assumed responsibility for accounting operations, financial reporting, treasury management, budgeting, and administrative leadership functions across the organization.
- Established strong financial governance frameworks focused on budgeting discipline, variance analysis, treasury operations, and cash flow optimization. Helped strengthen organizational financial visibility and operational accountability while improving reporting accuracy and executive decision-support capabilities.
- Led finance and administration functions during a critical period of organizational growth and operational expansion, helping improve financial controls, reporting consistency, and overall business performance. Built foundational expertise in financial leadership that later supported complex private equity and turnaround environments.
- Implemented disciplined cost management and financial planning processes that improved operational efficiency and strengthened liquidity management capabilities across the organization. Developed analytical reporting structures that enabled leadership teams to make more informed strategic and operational decisions.
- Built the core financial, operational, and leadership capabilities that became instrumental throughout his later career in private equity transformation, enterprise turnarounds, and operational restructuring. Demonstrated early strengths in financial leadership, organizational discipline, and performance management that supported rapid executive advancement.
Education
Master of Science Degree - Engineering Management
Master of Business Administration-Finance + Marketing -
B.A. - Accounting and Finance
Skills
- Private Equity Value Creation & Exit Execution
- Turnaround & Restructuring
- Business Transformation
- EBITDA Expansion & Margin Improvement
- Cash Flow Optimization & Working Capital Management
- Financial Transformation & KPI Dashboards
- Due Diligence & Exit Readiness
- Operational Restructuring & Performance Management
- M&A Support & Transaction Leadership
- Multi-Site & Project-Based Operations
- Multiple Book Author
Certification
- Certified Turnaround Professional (CTP), TMA – Turnaround Management Association
- Board Leadership Fellow, NACD – National Association of Corporate Directors
- Certified Controller (CC), Controller Academy
Languages
German
Bilingual or Proficient (C2)
Dutch
Beginner (A1)
English
Bilingual or Proficient (C2)
Core Capabilities
- Private Equity Value Creation & Exit Strategy
- EBITDA Acceleration & Profitability Optimization
- Free Cash Flow & Liquidity Enhancement
- Enterprise Transformation & Performance Improvement
- Financial Leadership, FP&A & KPI Governance
- Turnaround, Restructuring & Operational Recovery
- Portfolio Company Scaling & Operational Excellence
- Working Capital Optimization & Cash Management
- M&A Integration, Due Diligence & Transaction Execution
- Multi-Site Industrial & Manufacturing Leadership
- Board, Sponsor & Investor Engagement
- Operational Scalability & Margin Expansion
- Strategic Growth Execution & Enterprise Optimization
- Exit Readiness, Governance & Shareholder Value Creation
Selected Value Creation Highlights
Delivered $884M in cumulative value creation across 25 private equity and transformation engagements through operational turnarounds, EBITDA expansion, cash flow optimization, and strategic exit execution. Key achievements include generating a $48M enterprise value increase and $22M Free Cash Flow improvement for a $612M industrial platform prior to its successful Bosch exit, delivering a $38M value uplift and $9.5M EBITDA growth for a $345M engineering group sold to Siemens Europe, and producing a 5.5x investor return by growing a $206M private equity portfolio from $7M to $38.5M at exit.
Private Equity Differentiation
Hands-on Private Equity operator with a proven track record of leading complex turnarounds, operational transformations, and enterprise value creation initiatives across sponsor-backed businesses. Brings full entrepreneurial accountability to every engagement by aligning financial discipline, operational execution, leadership accountability, and scalable growth strategies to drive EBITDA expansion, Free Cash Flow improvement, and successful exit outcomes.
Geographic Flexibility
Based in Houston, Texas, with flexibility to support opportunities nationwide through onsite, hybrid, or multi-location leadership arrangements. Extensive experience overseeing multi-state and international operations while successfully leading complex organizations from a centralized U.S. base.