Managed employees in fieldwork of Joint Venture Compliance while coordinating Oil & Gas joint venture audits, ensured billed charges were in compliance with operating agreements and supported by adequate documentation, including verification that unrelated costs were not charged to the project and determined whether all vendor credits for deposits, refunds and returns were appropriately reflected in the net project costs; that Operator activities were in compliance with the agreement and that controllable materials were adequately managed and reported for clients’ wells in Oklahoma, Texas, New Mexico, Wyoming, Louisiana and AlabamaResponsible for identification of potential new client relationships, networking to better understand the clients’ needs and how best to assist them in verifying progress toward the goals that led them to establish joint ventures Development and promotion of best practices as joint ventures increase, in an effort to mitigate the impact on Working Interest Owners’ audit rights by establishment of policies outside of Operating Agreements

Coordinated Oil & Gas joint venture audits to ensure billed charges are in compliance with operating agreements and supported by adequate documentation. This coordination included working to ensure that unrelated costs are not charged to the project and determining whether all vendor credits for deposits, refunds and returns are appropriately reflected in the net project costs; verified that Operator activities are in compliance with the agreement and that controllable materials are adequately managed and reported for clients’ wells in Oklahoma, Texas, New Mexico, Wyoming, Louisiana and AlabamaDevelopment of special projects for non-Operator clients primarily geared toward the analysis of investment viabilityResearched industry and regulation trends as changes develop to maintain focus on Best Practices.

Accounting 2213 Managerial AccountingAccounting 3213 Cost AccountingAccounting 5113 Financial Analysis & ValuationAccounting 5313 Audit Policy Framework and Practice

Coordinated energy efficiency education project in partnership with Oklahoma Gas & Electric and Public Service Company of Oklahoma to be used in coordination with the Oklahoma PASS Education Standards – potential additional revenue $2.5 million annually Selected to act as spokesperson for employer which included, morning television show appearances on CBS affiliates in Oklahoma City and Tulsa and as presenter at Central Oklahoma Manufacturers' Association event Participated in a joint government/industry weatherization training committee with the Oklahoma Department of Commerce, CareerTech, and Oklahoma Community Action AgenciesOperations Special Projects: Aluminum Extrusion Department Special Project - increased production efficiencies allowing for labor and material expense reductions and created better responsiveness to both Internal and External customers Tool Crib Special Project – instituted communication pathways between Tool Crib and Finance to provide better accountability of Maintenance, Repair and Operations (MRO) Inventory and reduced processing time for MRO purchases orders and invoices while insuring better internal control of the documents Operations Dashboard Special Project -participated in a committee to create Operations Department Dashboards to assist production management in weekly labor and efficiency decisions Finance Special Projects: Manufacturing Production Budget Special Project – used sales projections to work with production management in crafting a continuous improvement production budget relying on historical data and knowledge of process improvement projects, guided production management in manpower allocation and reduction of redundant expenses – final production budget reduced by $1.5 million compared to previous year with projected sales reduction adjustment 401K Committee – participated in selection of new record keeper from pool of three bank-affiliated organizations, served on the Investment Subcommittee

Co-managed restructuring of Purchasing Department – aligned purchasing responsibilities with Marketing Department Sales Channels to improve cross-departmental communications, worked with buyers to set personal goals and created metrics to measure professional improvement Managed multi-million dollar annual international spend – focused specifically on relationship development with overseas vendors and freight forwarders to aid in creating a sense of shared responsibility for supply chain effectiveness and agility Reduced Purchased Goods For Resale (PGFR) Inventory by over $1 million in five months – improved communications between overseas vendors and buyers in Oklahoma City facility to insure timely receipt of information needed to make purchase decisions, analyzed historical data to better forecast demand and more effectively determine safety stock levels and reorder points Codified best practice procedures for Purchasing Department – worked in partnership with Distribution Department to establish Vendor Shipping Agreement to fully realize cost savings projected from contracting with a third-party logistics service, worked with Marketing Department in development of New Product Procedure to ensure timely completion of Purchasing Department contributions to new product development

Managed accounting functions for affiliated start-up in Gainesville, Georgia- reconciled ledger accounts, maintained Fixed Asset and Capital Expenditure information per bank loan requirements, prepared monthly financial statements using Oracle 11i, researched budget overages for close meetings and board reviewInstituted by-product costing in manufacturing to track scrap - saved over $20,000 in first yearUncovered shipping error and recouped approximately $140,000 – spent two months in Distribution Department to discover cause of recurring shipping issues, ultimately determined to be Visual Basic for Applications (VBA) programming error on FedEx terminal located in M-D warehouseCreated cross departmental procedure for eliminating excess and obsolete inventory – worked with Marketing, Purchasing and Distribution Departments to create an effective and efficient flow for removing excess and obsolete inventory, resulted in a 15% reduction of the Reserve for Excess and Obsolete