Victory Climate Systems is a leading designer & manufacturer of cab climate systems for the RV industry, utility industry, specialist vehicle industry, off-highway machines, commercial bus, school bus, military vehicles, & other specialty vehicles in North America. Reporting to the Chairman, responsible for operations across all of the Victory companies primarily focused on operations, supply chain and engineering establishing modern day operating principles, processes, and procedures to ensure the highest efficiency whilst managing quality and cost.

Premier Products are the leading manufacturer of luxury seating for a diverse range of vehicle applications including RV, luxury coach, school bus, transit bus, and many other niche applications. Reporting to the CEO primarily focused on operations, supply chain and engineering establishing modern day operating principles, processes, and procedures to ensure the highest efficiency whilst managing quality and cost. • Carried out business processes/procedure analysis and implemented a detailed improvement plan• Reviewed and restructured the supply chain• Introduced operational changes aligned to the MPS and customer delivery plan• Realigned the BOM structures to reflect customer product configuration and conducted proof builds for all products • Reviewed and changed inventory management processes and implemented new warehouse layout • Led the new ERP integration project from SAGE to Acumatica

ProAir LLC is a leading designer & manufacturer of cab climate systems for school bus, commercial bus, emergency vehicles, luxury coach & recreation vehicles, off-highway machines, military vehicles & other specialty vehicles in North America. ProAir is a wholly owned subsidiary of KODA Enterprises & purchased Bus Air Manufacturing LLC in September 2017. Reported to the CEO. Responsible for Operations across all ProAir Facilities.• Successfully completed the acquisition of Evans Tempcon transferring all operations from Grand Rapids, MI to our Elkhart, IN facility delivering efficiency gains & product rationalization. • Successfully completed the transfer of all operations from our York, PA facility to Texas delivering significant cost reduction, product rationalization & inventory reduction. • Closed the Conway, AR school bus installation facility moving installs to our Tulsa, OK facility significantly reducing costs & optimizing efficiency. • Introduced a new facility in Riverside California to support companyʼs west coast OE & Aftermarket business. • Reduced inventory across the company by $4.1 million between 2018 & 2020. • Introduced a global sourcing & supply chain strategy which extended the supply base to China, Taiwan, Brazil, India, Mexico & Eastern Europe achieving a 11.9% cost reduction with significant improvements in quality, product integrity & delivery. • Transferred outsourced fabrication parts from external suppliers in Elkhart & York to our fabrication facility in Texas delivering >20% cost reduction. • Created a new product development team focussed on design for manufacture using latest innovation & technology delivering lower cost & greater product integrity. • Realigned customer service & warranty process to control cost whilst enhancing customer support & service. • Worked closely with the sales team to support & develop existing customer relationships & support in developing new customers.

Bus Air Manufacturing is a privately held business & is a leader in the design & manufacturer of cab climate systems for buses, coaches, fire engines & other niche market vehicle applications in North America. Reported to the Chairman with Full P&L Responsibility. Responsible for restructuring the Business in readiness for an Acquisition by an Industry Partner. High level focus on Business Systems & ERP, Strategic Sourcing, Supply Chain Optimization & New Product Development. • Successfully implemented a fully integrated ERP system (Syspro) in Texas & Tulsa Oklahoma covering business planning, sales, operations, service, supply chain, fabrication, installations & finance. • Reduced material cost by 15.4% between 2015 & 2017 through previous industry & global knowledge. • Introduced a structured engineering function using SolidWorks in conjunction with our integrated ERP system. • Introduced structured bills of material for all products & programming process for all parts within fabrication. • Restructured the parts & finished goods warehouse reducing inventory by 44%, significantly improving material flow, improving racking utilisation by >50% & fully optimising the supply chain. • Introduced lineside racking, Kan Bans & JIT systems for ʻCʼ class parts & a 5S program across the business. • Supported in the successful sales of the business to KODA Enterprises in September 2017

Bergstrom Inc. is the leading designer & manufacturer of cab climate systems for commercial trucks, off-highway machines, military vehicles & other specialty vehicles globally. Reported to the CEO. Responsible for Purchasing & Supplier Quality Globally with facilities in USA, China, UK, Spain, India & Brazil. High level focus on strategic sourcing globally, identifying new suppliers & leveraging our global spend. • In line with the strategic business plan, identified potential new suppliers globally to deliver high quality, low- cost parts maximising Bergstromʼs total world-wide leverage. • Introduced a new Global Supplier Quality strategy to ensure the highest levels of quality, with continued focus on supplier quality development, & introduced a global structure to this support this strategy. • Implemented a supplier scorecard that measured supplier performance metrics which was linked directly to the operational scorecard & bottom-line profitability of the company. • Led & directed the Purchasing, Supply Chain & Quality teams in UK, Spain, India, China, USA, Brazil & Mexico, providing coaching & support to deliver best total cost for the business. • Developed & established a high-quality local supply base in Brazil meeting total cost targets to support Bergstromʼs new product introduction programs. • Part of the Due Diligence team responsible for the successful acquisition of Dirna in Spain. • Facilitated & developed global interaction between all Bergstrom functions by introducing a Global Purchasing & Supplier Quality Council & dedicated new product purchasing teams. • Developed & introduced strategic sub-category teams focussed on freight, MRO & contractor services. Achieved 8 - 28% cost savings on completed subcategories. • Restructured the stores & FG warehouse in Wales eliminating all offsite warehouses, improved material flow, 33% improvement in racking utilisation & introduced bar coding & cycle counting.

Bearmach is a worldwide distributor of Land Rover & Jaguar parts, supplying Genuine, OEM & Quality Assured Bearmach branded parts to customers globally, as well as the UK MOD. Reported to the MD. Responsible for restructuring the Purchasing, Engineering & Quality functions within Bearmach with key focus on availability, cost & quality. • Developed new robust processes & procedures to establish control of the supply chain process. • Introduced a new supplier scorecard to measure supplier metrics focused on cost, quality & delivery. • Introduced a supplier rationalization program by geographical region, achieving a supply base reduction of 38% & cost reduction of 12.8% through improved leverage. • Redefined the low-cost sourcing strategy with key focus on India, China & Turkey. • Introduced a structured cost reduction program that delivered annualized savings of 15.9% • Improved availability across all product groups from 72% to 96.7% whilst maintaining stock levels. • Introduced a structured New Product Introduction Program which delivered 650> Annually.

LDV produced a range of panel vans, pick-ups & minibuses, all available with various modifications & specifications, with large customers such as Royal Mail, National Grid & many other utility companies. Reported to the CEO responsible for restructuring the Purchase & Logistics functions within LDV, with direct responsibility for a purchase spend of £110 million, with key focus on quality, cost & delivery. • Restructured the Purchase, Logistics & SQD functions fully integrating all aspects of the Supply Chain. • Identified & led the business cost reduction strategy which delivered savings of £5.8 million in 2006 & £11 million in 2007. • Developed & introduced a global sourcing & outsourcing strategy extending the supply base to India, China, Korea, Japan, South Africa & Eastern Europe. • Introduced LDV Offices in Korea, Poland & China to coordinate the global sourcing & supply chain activity overseas & drive the cost reduction program. • Following the acquisition by GAZ Group gained responsibility for leading the MAXUS to Russia Project coordinating all aspects of the supply chain, working closely with the GAZ Russia project team.

Carmichael International design & manufacture an extensive range of firefighting & rescue vehicles for airports, municipal applications & MOD establishments globally. It also includes other specialist vehicles for the security & environmental sectors. Reported to the Managing Director, responsible for restructuring Procurement & the Commercial function within Carmichael International. Achievements: • Identified & delivered a 19% material cost reduction in 12 months. • Introduced a business procurement strategy restructuring the purchasing & commercial function, focussed on outsourcing non-core business & reducing product cost. • Developed a global sourcing strategy, extending the supply base to India & Eastern Europe. • Completely restructured the supply chain by introducing lean manufacturing techniques & processes, resulting in a 61% stock reduction, 42% reduction in lead-time & direct line side material supply. • Introduced a cross-disciplined project team focussed on value engineering, cost reduction & supplier/product development.

Part of the Ros Rocca Group, Dennis Eagle design & manufacture a range of Refuse Collection & Recycling Vehicles & are market leaders in the UK. Reported to the Managing Director, responsible for delivering cost reduction through all functions of the group on an annual spend of £50 million. • Identified & led the business cost reduction strategy which achieved £2.7 million (10.8%) savings. • Developed a global sourcing strategy which extended the supply base to India, Poland, Czech Republic & the Far East, achieving a 31% cost reduction with significant improvements in quality & delivery. • Introduced a distinct New Product Purchase Team which achieved 28% cost reduction & 36% labour saving on the next generation product range. • Introduced a Group Supplier Development Program by creating a new SQD function to identify & eliminate poor quality & warranty costs. Business Planning Manager, 1998 ‒ 2000 Responsible for leading a team of 36 people with the objective of improving delivery performance, maximizing operational efficiency & securing material supply during a step change in the Companyʼs manufacturing processes. • Redesigned the complete supply chain leading to 47% reduction in delivery time. This resulted in a 10% increase in sales & 15% additional profit. • Introduced business planning controls achieving a 43% productivity improvement. • Identified the need & implemented a structured Inventory Reduction Program - Inventory stock reduced by 66% & stores area by 75% - WIP reduced by 52% - Shortages reduced from 33% to 2% Materials Manager, 1996 ‒ 1998 Appointed to bring leading-edge supply-chain management to Dennis Eagle. • Achieved £3.8 million of annual savings from 1996 to 1998. • Reduced supply base by 71% with improvements in delivery & product integrity • Outsourced all in-house manufactured parts achieving annual savings of £0.5 million. • Integrated the business system by introducing MRP2 & purchase scheduling.

Part of Simon Engineering PLC, Simon Access designed & manufactured a range of fire fighting vehicles, rapid intervention vehicles, road tankers & specialist MOD vehicles for customers globally. Group Materials Manager, 1989 ‒ 1996 Purchasing Manager, 1987 ‒ 1989Buyer, 1986 ‒ 1987 Design Engineer, 1983 ‒ 1986 Technical Apprentice, 1980 ‒ 1983