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World Kitchen is the leading housewares company, with many iconic brands such as Pyrex, Corningware, Corelle, Snapware, Revere, and Chicago Cutlery. This PE-backed business has a portfolio of products across multiple categories.• Led all commercial aspects in the Americas region of the $450M housewares brand company, including sales, product development, marketing, engineering, finance, human resources, and customer service• Growth initiatives led to Q4 sales growth of 7.4%, including December 2016 growth of 25% over 2015. This is the best quarter in the last ten years• Prepared a strategy to grow Wal-Mart business through exclusive product. This strategy will enable greater distribution at Amazon.com, Target, Bed, Bath & Beyond, Macy’s, Costco, and all other retailers• Re-launched the food service business, which is on track to grow from $300K to $12M in five years• Prepared the dot.com and digital strategy that will increase online revenues by 2.5X by 2020• Restructured the team for improved efficiency and effectiveness.• Launched 30 new products in 2016 to grow margins by 10+ percent. Created and launched the Prime by Chicago Cutlery brand which is the company’s first foray into Williams-Sonoma• Oversaw all product development, branding, and design for the entire portfolio of products• Prepared channel and product strategies for each brand

Baker is the global leader in luxury furniture with 125 years of heritage and craftsmanship. Its expertise in design, manufacturing, and quality have enabled it to be at the forefront of the industry for generations.• Led all aspects of this global $110M retail and wholesale luxury furniture company, including sales, product development, marketing, operations, manufacturing, finance, human resources, supply chain, and customer service• Grew sales by 12% in 2013 (the highest growth rate since 1999) through new product introductions, sales force effectiveness, global expansion, and account management• Prepared and executing a plan to enter the relaxed furniture category to position the company against lower-cost competitors. This category will generate $35M in sales over the next five years• Led the manufacturing organization towards product reengineering. Removing non-value costs – coupled with SG&A improvements – led to Q1 2015 operating income being the strongest since 2007 • Changed the product development process to focus on more profitable launches with in-stock product. Latest launch was the most effective launch since 2011• Improved on-time delivery from 88% to 92%, the highest rate since 2008• Established strong relationships with top 20 accounts around the world, including Russia, Hong Kong, Canada, China and the United States• Reduced inventory by 10% in 2013 through aggressive clearance activities. This was the highest inventory reduction in all of Kohler corporation• Prepared an aggressive showroom restructuring strategy to improve all showrooms to 15% direct operating margin within three years through lease negotiations and downsizing

Brunswick Billiards is the oldest company within Brunswick Corporation, and was struggling. We built a team that turned the business around, generated cash, and grew the business during the recession.• Responsible for all facets of the P&L and balance sheet of both the wholesale and retail businesses, including product development, marketing, sales, customer service, finance, human resources, and distribution• Built a strong team over 18 months to position the company for success• EBIT improvement from (16.5%) in 2009 to break-even in 2010 and 7% in 2012• Launched new ancillary product lines – shuffleboard and ping pong now account for more than 15% of company revenues• Worked with 350 independent specialty retail owners to increase market share• Cash generation through better working capital management. Generated three times more cash in 2009 than in the peak revenue year• Focus on working capital decreased inventory by 57% in 12 months, reduced the number of warehouses from 3 to 1, and reduced net investment from $20M to $9M in 12 months• Aggressively managed SKUs and reduced number of tables from 37 to 22• Grew the online business. Costco.com, sears.com, and brunswickbilliards.com grew at 69% CAGR in a down market

CABO Yachts was a recent acquisition and the strongest brand in its segment. Brunswick had acquired the company a year prior and the founders were leaving the company. I was chosen to maintain the brand, integrate the company, and lead the business.• Ran a $70M boat business. Responsible for all facets of the P&L and balance sheet including Engineering/Product Development, Manufacturing (boat-building), Sales, Marketing, Customer Service, Finance, and Human Resources. • Led the product development team. Improved engineering design process to launch more profitable boats to the market. New products are selling at 3X the rate of existing products and have 4X the gross margin• Innovated through launching new fuel efficient propulsion equipment to increase market share in a down market• Reduced inventory from $16M to $12M in the last 12 months --Manufacturing process change (went from “make to stock” to “make to order”)• Directed sales and marketing efforts to grow long-term revenues--Customer feedback: introduced formal customer survey and dealer feedback process on new products to stay ahead of the competition and design more marketable products. New product backlog increased by 400%--Targeted marketing: launched exclusive media and customer events to generate product buzz• Focused on employee satisfaction which resulted in attaining the highest employee satisfaction ratings of any boat plant within the 30 Brunswick Boat Group plants• Maintained the high quality of pre-acquisition build led to the team receiving the Customer Satisfaction Index Award for the sixth year in a row (awarded by the National Marine Manufacturers Association)

I led the strategy group for the Bowling and Business division. Comprised of five businesses (Billiards, Bowling Retail, and three Bowling Products businesses) all divisional and operational strategies came through our team, including plant relocations, new product extensions, product outsourcing, joint venture dissolution, pricing, and growth plans• Responsible for leading a team that prepared the strategy and operational planning for five business units• Led the relocation of a bowling ball manufacturing plant from Michigan to Mexico-- Project included two components: shutting down production in one facility and starting up a greenfield plant in Reynosa, Mexico-- Involved in all steps of the project, from initial union negotiations, to plant site selection, A/E, construction management, and contractor selection and bidding, equipment move management, logistics, equipment layout, production ramp-up, staffing and training, HR, and distribution-- Responsible for $20M budget, and led 15 teams across two countries consisting of ~50 people-- Financial impact estimated to take the business from a 21% to 40% standard margin• Prepared growth plans for Brunswick bowling retail centers, which identified three forms of growth: own and operate, franchise, or management contract. Determined that highest growth opportunity is through own and operate. Redirected effort increased the investment in the business• Led a team that analyzed the future of the bowling pins business. Recommended plant shutdown in favor of outsourcing production. This recommendation was recently executed for an annual EBIT impact of $2M

Bain & Company is the premier global consulting company that helps CEOs solve their toughest business problems. I worked as a consultant and then as a team leader on various projects across industries.Growth improvement: International Restaurant Company• Led a team that identified operational, in-restaurant revenue and cost improvements across 1,400 restaurants. System-wide margin improvement potential is >$240M annuallyMerger integration: Global B-to-B Professional Cleaning Solutions Company• Led the Project Management Office (PMO) for the integration of the largest industry merger of two $1.0B companies Supply Chain Strategy: North American Truck Manufacturer• Led a team of three professionals that analyzed the financial impact of relocating truck production to Mexico• Recommendation not to move the facility resulted in cost savings NPV of >$200M

Ivey, Harris, & Walls was a Civil Engineering design firm in Central Florida. I was responsible for all elements of Project Management from client management and team management through design and permitting.