Non-Executive Co-Founder @ PECO Co-investment Fund
Member, Board of Directors @ Airfloor
Gerald is recognized as a trusted leader and an outstanding innovator in the rapidly growing field of private equity. He is the founder of Blackmore Partners, an independent private equity sponsor and intermediary, investing capital and providing business expertise to enterprises with solid development potential. Blackmore partners forms strategic partnerships with existing management teams, leveraging expertise and
Gerald is recognized as a trusted leader and an outstanding innovator in the rapidly growing field of private equity. He is the founder of Blackmore Partners, an independent private equity sponsor and intermediary, investing capital and providing business expertise to enterprises with solid development potential. Blackmore partners forms strategic partnerships with existing management teams, leveraging expertise and relationships to stabilize, strengthen and grow lasting value. Investment efforts and managerial expertise are focused on the operation of a global and diversified portfolio of business enterprises, including opportunities in 54 industries such as; oil and gas, media, distribution, healthcare, defense, financial services.
Gerald is also a non-executive co founder of the PECO Fund, an investment group of proprietary M&A intermediary partners, high net worth individuals, family offices and institutional investors. This fund acts as a co-investor alongside Private Equity Sponsors. Together, each target company is owned by the Private Equity Sponsor and the Target Investment, LLC. PECO's investors have a unique opportunity to participate in deals that are not otherwise available to the public at large(for more information; www.pecofund.com)
Partnering with institutional capital Gerald has built a diversified and extensive network of experienced professionals in more than 140 countries to identify executives interested in:
(1) buying a company or division they work for (MBO),
(2) acquiring a company they have identified in their industry (MBI), or
(3) seeking to purchase a company in a specific industry.
He recognizes that an expert management team is crucial, in driving a successful leveraged buyout (LBO), management buyout (MBO), or merger and acquisition.
Specialties: Raising capital from 8000 financial sponsors (PE & family offices) globally, to fund acquisitions in the middle market.
Managing Director @ Blackmore Partners is a premier private equity independent sponsor, based in Chicago. We work in equal partnership with proven, experienced executives to source actionable platform deals. Through our expansive network of over 8,000 global institutions, and 50,000 executives, we work in tandem with both executives and buy-side firms to identify, develop and execute propriety deals in virtually every industry. Blackmore also offers executives opportunities to consult for private equity add-on acquisitions, and career opportunities through our Talent Acquisition division. With 10 years of industry experience, Blackmore Partners is ideally situated to provide executives the resources and expertise necessary to deliver results. From July 2005 to Present (10 years 6 months) Greater Chicago AreaNon-Executive Co-Founder @ From January 2010 to Present (6 years) Member, Board of Directors @ Provide Guidance From January 2004 to Present (12 years) President/CEO - @ Rainmaker From January 1992 to July 2006 (14 years 7 months) Consultant @ Post Merger Consulting From 2005 to 2006 (1 year) Director @ facilitated the opening and hiring talent for the Chicago office. From February 2003 to January 2005 (2 years) Consultant @ The two of us, along with another elected official and top city staff have been through the Fuzhen training and believe strongly that the groundwork has been laid for us to achieve our outcomes. Of course the specific challenges that we face change all of the time, but the fundamental skill set that we need in order to address the various challenges remains the same. Clarity, specificity, consistency in understanding, valid data, uncovering root issues and motivations bring long lasting resolution to those challenges. These are the skills that we honed through Gerald's training. The implementation of these skills has allowed us to significantly reduce the people issues that previously slowed down our pace in resolving issues and our ability to take action and execute programs. From 1999 to 2005 (6 years) Consultant/Facilitator @ As a facilitator and consultant, Fuzhen Group has spent lots of time recently with Mosers staff and management team, including conducting a 3-day seminar titled Leadership; Driving Change via Creating a Learning Organization from May 16 to 19, 2004. In that course, our primary goal was to introduce people to inquiry methods that result in accurate information being passed between peers, clients, customers, supervisors, and direct reports. In this way, dilemmas are surfaced in such a way that executives accurately understand situations and have valuable data to support their decisions. Moser CEO Art Zwemke retained us to help change his and his direct reports mind set toward communicating for change and to create a shift from debate (talking at) to dialogue (talking to); from complaining to self-responsibility; from being distant to looking at ones own role in problems and solutions; and from rarely testing to always testing assumptions. From 2004 to 2004 (less than a year) Consultant @ Geralds approach is rooted in the field of Neuro-Linguistic Programming (NLP), a model for studying the behaviors that lead to excellence and the reproduction of those behaviors in others.
In addition, Gerald uses a consulting approach to:
How to identify fear based mindsets that effect time to implementation of initiatives
And goundbreaking research on barriers to implementing change and the transfer of knowledge in organizations developed by Dr. Chris Argyris of Harvard University.
How to sponsor real innovation
- What are the indicators of collaborative behaviors and mindsets;
- How to I.D. potential problems and issues early vs. after the fact;
- What makes it so difficult to accurately foresee all of the major problems involved in rolling out any change initiative;
- How and what can you and others can do to reduce the pressure on the plan, and get people to accept change in thinking and behaviors around the abridean strategy; From 2002 to 2003 (1 year) Consultant @ Benefits of Geralds Work
Geralds involvement in the project results in two main benefits for ChevronTexaco faster and better execution of the project, and lowered overall cost. Below is a breakdown of the specific reasons for these benefits, with examples of the skills and actions that cause them. From 2002 to 2003 (1 year) Consultant @ The Fuzhen seminar goes beyond teaching communication techniques. Instead, it changes the participants perspective on how to communicate -from simply being an effective communicator to becoming a catalyst of information and creating the rapport with other people that is a prerequisite to good communication. The consulting not only improved my communication capabilities, but also helped me become more receptive to receive information, analyze it and help surface new information.
The single most useful result from the course is that I am now able to make communication with the other people I interact with and within the groups I participate work more successfully. Im using my newly acquired skills practically every day when defining engagement strategies & checking execution with Clients and also while in meetings. Im an agent of communication. And now, more than before, I am able to guide my communication by a formal process and my intended outcomes instead of emotions. From 2002 to 2002 (less than a year) Consultant @ programs From 2002 to 2002 (less than a year) Consultant @ These desired outcomes would be produced throughout the organization:
o a clearly defined post-merger business vision that will reduce ambiguity, increase alignment and surface potential mismatches of vision and expectations
o the ability to continually reinvent the organization to handle high growth objectives
o well-defined roles and responsibilities with respect to the organizational vision and structure
o a sense of ownership among employees, reducing the potential turnover possibility in a high employment market
o establishment of a process in which to create unified organizational culture, that unites Host and Dotspot mindsets, as well as giving the skills to do the same at lower management levels
o reduction in poor quality information that can lead to wasting time
o skills learned
· Inquiry, Advocacy and dialogue
· Collaboration and team learning
· the incorporation of valid information, free & From 1999 to 2002 (3 years) Consultant @ From: Steve C, Director of Mfg.
I have noticed a change in my awareness and rigor to prevent and solve
problems. I have become much more open with giving my thoughts (weather asked or not), and allow for feedback of my opinions. My internal want to become a better leader is driving my changes in thinking. I want to be a better leader, I know that I have some things to learn, I know that
I do not have all the answers or solutions, I know that I am not always right. With this in mind, it is helping my self awareness to ask questions of myself. I know if I change my way of thinking that others around me are going to change as well. From 1997 to 2002 (5 years) Partner @ Merchant Banking and Operational Improvement From January 1997 to January 2001 (4 years 1 month) Consultant @ This group, which is responsible for ensuring the high quality of a range of Motorola software products, had a critical problem: Due to an increasing frequency of new product introduction, the group was under growing pressure to respond to its internal clients’ short-term
and immediate requests.
Working closely with Fuzhen Group, the division’s leaders were able to identify a short list of critical goals that they felt would help re-focus the division on its true mission, rather than on simply putting out fires
as they arose.
Some of these goals included:
·Transforming the division’s work style from reactive/crisis-management
·Clearly communicating, to their key internal clients, the full measure of the value that the division could provide, as well as the division’s vision, goals, and priorities.
·Increasing efficiency and reducing project cycle times.
·Setting and managing clients’ expectations for the division. From 1993 to January 2001 (8 years) Consultant @ Consulting From 1989 to January 2000 (11 years) Consultant @ consulting From 2000 to 2000 (less than a year) Consultant @ Consultant From 2000 to 2000 (less than a year) Consultant @ Consultant From 2000 to 2000 (less than a year) Co-founder and Consultant @ Co-founder From 1995 to 2000 (5 years) Consultant @ Consultant From 1995 to 2000 (5 years) Consultant @ Supply Chain Consulting From 1999 to 1999 (less than a year) Consultant @ consulting From 1995 to 1999 (4 years) Founder and President @ consulting From February 1986 to February 1998 (12 years 1 month) Consultant @ consulting From 1998 to 1998 (less than a year) Consultant @ Organizational Change From 1998 to 1998 (less than a year) Consultant @ Post Merger consulting From 1995 to 1998 (3 years) Consultant @ Process Improvement From 1994 to 1998 (4 years) sales @ From 1981 to 1984 (3 years) sales @ From 1981 to 1984 (3 years) sales @ From 1981 to 1984 (3 years) sales @ From 1981 to 1984 (3 years)
Exec. Finance and Marketing @ Golden Gate University From 1990 to 1992 Gerald O'Dwyer is skilled in: Emerging Markets, Start-ups, Restructuring, Financial Modeling, Strategic Partnerships, Corporate Finance, Joint Ventures, Valuation, Finance, Contract Negotiation, Strategic Consulting, Business Development, Due Diligence, Change Management, Strategy