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From Sub-Scale to Market Leader — 480% Revenue Growth in Three Years

An Areté Managing Director served as board member and CFO of an OEM Tier 1 heavy-duty truck components manufacturer, leading a transformation that delivered 480% revenue growth in three years and raised ~$20M to fund the growth trajectory.

480%+
Revenue growth in three years (sub-$10M to $50M+)
$10M+
EBITDA, up from ~$2M
$20M+
Growth capital raised
Exclusive
Peterbilt relationship; U.S. Army onboarded
Areté Roles
Board Member
Chief Financial Officer
The Situation

A Sub-Scale Supplier Outrunning Its Own Infrastructure

The company was a Tier 1 OEM manufacturer of custom-molded composites, fabricated metal, thermoformed plastics, and complex assemblies for the heavy-duty truck industry — a sole-source supplier of factory-installed sleepers on Class 7/8 trucks to major OEMs including Ford and Mack.

A family office had acquired the company from its founders and needed new leadership to reach its growth ambitions. Sub-scale at under $10M LTM revenue and ~$2M EBITDA, the business was outrunning its plant and warehouse capacity, its funding capacity, and its financial infrastructure.

Sub-Scale Base Under $10M LTM revenue and ~$2M EBITDA, with growth ambitions the existing platform could not support.
Capacity Constraints The business was outrunning its plant and warehouse capacity as demand accelerated.
Funding Limits Funding capacity was insufficient to support the capex the demand required.
No Financial Infrastructure No ERP, limited treasury discipline, and systems unfit for large institutional customers.
What We Did

Build the Backbone, Then Scale Behind the Demand

An Areté Managing Director served as board member and CFO, with full P&L accountability and executive oversight across finance, accounting, purchasing, IT, distribution and logistics, facilities, HR, legal, and contract administration.

Commercial

Led contract negotiations to protect ROI and margin against the capex the demand required.

Capacity

Sourced new manufacturing and warehouse capacity and drove adoption of more efficient manufacturing processes.

Capital

Served as point person on capital raises, managing fixed charges and maximizing ROI.

Infrastructure

Stood up a 13-week cash-flow model and new treasury systems, and designed and implemented a full ERP spanning order entry, shop-floor control, MRP, inventory, distribution, and accounting.

Outcomes

Sub-Scale to Market Leader in Three Years

Transformational growth.

480%+ revenue growth in three years — from under $10M to over $50M, with EBITDA from ~$2M to over $10M. Forged an exclusive relationship with Peterbilt, including its first-ever outsourced factory sleeper installations, and onboarded the U.S. Army, closing multiple eight-figure contracts.

Successful fundraising.

Raised $20M+ in growth capital, including public bonds backed by a State of Missouri guarantee for building, land, and equipment.

Operational scale.

Transitioned to a 250,000 sq ft JIT/lean facility integrated with OEM production schedules and a 35,000 sq ft warehouse managing 30,000+ SKUs.

Institutionalized discipline.

Enterprise ERP and treasury platforms delivered planning and cash-management discipline; the ERP implementation earned the company’s President’s Award.