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Former GE Capital Exec Joins EquipmentShare as CFO
His hire comes at the same time as a massive funding round for the construction tech solutions company. The Org spoke with Schauenberg about how his past jobs building financial structures at GE have prepared him for his latest role.
EquipmentShare CFO Trevor Schauenberg. Courtesy of EquipmentShare.
2 minute read

Construction solutions company EquipmentShare announced that Trevor Schauenberg, a former President and CEO at GE Capital, will join the company as its new Chief Financial Officer.

The fast-growing construction rental startup is based in Columbia, Missouri, and offers contractors ways to rent and manage mixed construction fleets by leveraging their own technology solutions platforms. It recently raised a $230M new funding round led by Tiger Global, The Spruce House Partnership, and RedBird Capital Partners.

Schauenberg has been a member of the board for nearly a year, and for the past 10 months has also been working with their founders and leadership team as an Executive Operating Partner.

“Over the past year, Trevor has demonstrated the leadership qualities needed to take our company to the next level,” CEO and Co-founder Jabbok Schlacks said in a press release. “It's been a natural progression to appoint Trevor to the CFO role, and we look forward to building upon this momentum.”

Before coming to EquipmentShare, Schauenberg spent 28 years at General Electric, most recently serving as President and CEO of Industrial Finance at GE Capital.

“My last role in GE involved starting a new business in GE Capital called Industrial Finance,” Schauenberg told The Org. “Our goal was to build financing capabilities globally for the industrial businesses. That experience gave me a perspective on start-ups and the challenges involved.”

As the company looks to rapidly scale its teams and invest heavily into the launch of its latest core technology product, T3, Schauenberg will be responsible for creating sustainable financial structures to help support the company during this next stage of growth.

“The challenges are really around how we build infrastructure and processes in a high-growth business,” Schauenberg said. “When you are growing 100%, it's important to continually look at your staffing and process capabilities to make sure you can keep up with the growth.”


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