David Schopp

David R. Schopp joined Stonebridge Partners as an Operating Partner in 2004. Stonebridge Partners, founded in 1986 and based at 81 Main Street, White Plains, NY, is an operations-oriented buyout firm that acquires and grows middle-market manufacturing, service, and distribution businesses. The firm has invested over $850 million across 62 transactions, favoring companies whose manufacturing equipment, processes, patents, and brand reputation create sustainable barriers to entry. Notably, this is a control-buyout private equity model — not seed-stage angel investing — so the "Angel Investors / Seed Round" designation in the source stub appears to be a mislabel; the verifiable evidence places Schopp firmly in industrial private equity.

Schopp brings roughly 25 years of operational turnaround experience to the role. Before Stonebridge, he was President and CEO of Orbis Corporation, a manufacturer of plastic reusable packaging and a leader in supply-chain solutions for the automotive and beverage industries, and earlier served as Vice President and General Manager of Promo Edge (promotional printed labels). He also built and later sold several of his own portfolio companies, including US Sample Company (in-store merchandising products), Bates Inc. (in-pack premiums for the cereal and fast-food markets), and Congress Packaging (a carton manufacturer). Early in his career he was a consultant at Booz, Allen & Hamilton, specializing in strategy and marketing for Fortune 500 companies.

In his operating-partner capacity he has held board leadership and oversight roles across several Stonebridge portfolio companies — with current responsibility for Hydraulex Global (aftermarket hydraulic pumps) and Specialty Bakers (a commercial bakery), and prior involvement with Cast-Crete (concrete lintels), American Dryer, and Alpine Engineered Products. He is a graduate of Rensselaer Polytechnic Institute (RPI) with a Master's in Engineering.

• Operates within Stonebridge Partners' buyout model: acquires established, well-managed middle-market companies rather than making early-stage/seed bets.
• Sector concentration in specialty manufacturing, infrastructure products and services, building products, aerospace, and industrial packaging/supply-chain businesses.
• Values durable competitive moats — manufacturing equipment, proprietary processes, patents, brand identity, and reputation that create barriers to entry.
• Deal size at the firm level typically targets total purchase prices of ~$30M–$200M.
• Schopp's specific value-add is hands-on operational turnaround and value creation — improving operations, strategy, and management at acquired companies as an operating partner and board chairman.