Rena Clark
Principal
Rena is a seasoned private equity investor and operating executive with over 30 years of experience leading and advising middle-market industrial businesses. She has led and co-led investments across manufacturing, logistics and supply chain, specialty chemicals, and industrial services, bringing deep expertise in due diligence, acquisition integration, and operational transformation. Her work consistently focuses on value creation, performance improvement, and sustainable profitability.
Rena has served as a deal partner, operating partner, and board member for numerous portfolio companies and has held the role of President in two sponsor-owned businesses. She works closely with management teams and investors to strengthen operational alignment, track performance, and support leadership development.
In addition to her operating and governance experience, Rena is a trusted mentor and coach to CEOs and senior executives, helping them navigate growth, transition, and complex challenges with clarity and confidence.
She holds an MBA from Harvard Business School and a B.S. in Mechanical Engineering from Lamar University, where she graduated with honors.
View full experience profile on LinkedIn.
Case Study 1: Transforming an Underperforming Logistics Business
• Challenge: An underperforming temperature-controlled transportation provider, acquired as a carve-out, had been underinvested in, leading to equipment reliability issues, a poor safety record, and elevated insurance costs.
• Actions: The fleet was strategically downsized, and new equipment was integrated. Safety metrics were prioritized through updated driver policies and training, along with the hiring of a dedicated senior safety leader.
• Results: Improved fleet reliability and safety performance led to a reduction in accident frequency and a meaningful decrease in insurance and maintenance costs, resulting in a 25%+ improvement in EBITDA in the first 18 months of ownership.
Case Study 2: Cost Savings Initiative for Energy Sector Equipment Producer
• Challenge: Soft market demand was pressuring the manufacturer’s margins, requiring aggressive cost optimization.
• Actions: Conducted a comprehensive cost audit using existing spend analytics and supplier performance data to identify inefficiencies. Renegotiated supplier contracts to secure volume discounts, transitioned to a leaner supplier model, and implemented insourcing initiatives for critical components to improve cost control, lead times, and labor utilization.
• Results: Achieved $2.5M in annual material cost savings (representing 5% of total materials and services spend) and an additional $1.3M in annual savings through footprint rationalization.
Case Study 3: Aftermarket Expansion to Diversify Revenue
• Challenge: A capital equipment manufacturer was overly reliant on new equipment sales, despite a large installed base with significant aftermarket potential.
• Actions: Realigned the senior management team to prioritize aftermarket activities by placing dedicated leadership over parts and service. Leveraged existing customer data and internal systems to identify service opportunities and support long-term customer engagement and retention.
• Results: Expanded aftermarket contribution to overall revenue, improved tracking of installed base service needs to inform future opportunities, and strengthened recurring revenue streams.
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