$500M manufacturer of Oil Country Tubular Goods and Line Pipe with 600 employees• 24% CAGR: Conceived a new strategy to offer 3rd party factory inspections to fuel buzz and targeted, approached, presented, and secured fast track qualifications at 14 of the top 40 drillers. This concept differentiated the product and established sales trajectory in 90 days. Achieved 24% CAGR through the balance of tenure. Later partnered with the CEO to build a feature on the company; “Best Business Practices, a Business Day Documentary” which was narrated participation. by Terry Bradshaw for Brand development.• Leadership: Led a cross-functional team to optimize mill efficiencies, inventories (coil, WIP, FG), transportation cost, and customer service. Rapidly assembled an organizationally effective sales organization that was well respected in the industry. Worked closely with HR and Legal to establish: positional procedures, job descriptions, and warranty policy. Established with carriers appropriate levels of product liability insurance to avoid catastrophic field warranty claims. • Competitive Displacement: Pressure from foreign competition coupled with illegal trade practices limited US sales and profitability. Worked with domestic suppliers and trade attorneys to lobby and persuade ITC and DOC of the validity of the illegal trade claim and the resulting higher importation and lower domestic profitability. In 9 months, this displaced all foreign competitors and drove higher domestic prices with 15% margin improvements.

$180M manufacturer of Metal Goods with 520 employeesRecruited by the stakeholders to restore profitability and bolster growth within extremely tight timelines. Managed and mentored leadership team and staff; created and executed a structured, multi-pronged performance management strategy. Established the foundation for Sales, Customer Service, Production Planning, Purchasing, and Operations with policies and procedures. These efforts delivered a scalable operation with a well-trained team, doubled sales and achieved record EBITDA.• Operational Excellence: Improved uptimes 20%, reduced maintenance costs 35%, doubled capacity in primary lines, and improved quality the first year; delivering record EBITDA.• Quality / Production / Balanced Scorecard: Achieved real-time cost management and forecast accuracy, quality, safety, and productivity. • 5S Implementation / Customer Development: Improved internal yields, reduced safety incidents 50%, improved uptime and productivity and transformed the culture; delivering customer-centricity, quality, and morale.• Sales Development: Established accountability (Action Register) and specific deliverables. Over the following 2 years, this doubled revenues and drove 80% EBITDA growth. This template for sales growth lasted through balance of tenure. • Warranty Claims Mitigation: Rallied other valve spring wire manufacturers world-wide to develop standards acceptable to the automotive community and worked with suppliers, labs, and the trade to develop a nonmetallic inclusion specification acceptable to all parties. This avoided financial catastrophe while establishing a common industry standard.• Reduction In Force (RIF): As the recession hit, the company had to be downsized. Developed a communication and severance strategy and terminated 120 employees. In 30 days, achieved financial security for stakeholders, customers, and remaining employees with a right-sized organization, while actually increasing productivity.

$5B manufacturer of Fully Integrated Flat Rolled Steel with 7000 employees.• Product Ingenuity / Marketing: After a large investment in R&D, a new, less costly product; Aluminized Stainless 409 was created. However, Automotive Procurement departments were reluctant to specify the product as it was new. Worked with R&D to build a value proposition and presented to automotive platform managers and material engineers to pull the product through procurement. The following 2 years, this drove $60M with 35% margins. Aluminized Stainless became the material of choice for the automotive community. Today, AK’s Aluminized 409 market is a $150M market.• Platform Leadership / Product / Brand Leadership / Lead Negotiator / Lead Role for Distribution Strategies• Platform Leadership: Led all inside and outside team activities canvassing the Ford’s Corporate Headquarters and 6 individual stamping plants. During my tenure and leadership, AK Steel was recognized as the number one steel supplier for three consecutive years. Our revenues grew from 450 million to 675 million per year.• Product / Brand Leadership: Responsible for all marketing and pricing strategies for AK’s highest margin product lines. Also responsible for leading major customer negotiations.• Distribution Strategies: Developed 4 new distributor relationships for AK Steel. Major go to person for distribution tons.