Patrick J. Barry, MBA

For more than 30 years Mr. Barry has worked with CEOs and Boards of Directors to grow their businesses and move their organizations to the next value plateau. As a catalyst for growth, he has worked collaboratively with executive teams to develop their growth strategies and then to operationalize those strategies by converting key initiatives into action and results.  While doing this, Patrick developed a process to create a corporate culture that melds innovation and accountability. By instilling this culture of ‘healthy tension’, these companies have continued to grow long after he left.

Mr. Barry’s extensive experience has helped lead growth initiatives and turnarounds in a myriad of companies including:

  • Middle market switch manufacturer
  • Consumer goods beverage distributor
  • Publicly held restaurant holding company
  • 100-year-old manufacturing and construction company
  • 34-unit restaurant chain
  • Middle market industrial manufacturing and sales company
  • Tech growth company serving municipalities providing wastewater solutions
  • National manufacturer and sales organization of lighting fixtures

Mr. Barry graduated with an MBA in Finance in 1989 from The Wharton School of Business, University of Pennsylvania and was selected to attend the London Business School (2nd semester, 1989). He also hold a Bachelor of Science in Mechanical Engineering from University of Notre Dame (1984).

Mr. Barry’s expertise is in leading organizations to a higher state of performance, profitability and ultimately, value. He led healthy companies to greater profitability and has turned around troubled companies including leading the restructuring of a manufacturer of electronic switches and a turn-around of a publicly-held restaurant company.

Patrick both consulted to organizations and has directly led them, including as a founder of a consulting company, the president of a restaurant company and the CEO of a manufacturing company in which the ROIC grew from 5% to 27% over a two year period. In each case he guided the company to diagnose critical problems, prioritize strategic initiatives, build and refocus management teams, instil disciplined operating systems and revamp cultures.