President & CEO of The Industrial Technologies Group (ITG) & US Wire Group at The HEICO Companies. The Groups are comprised of 15 diverse operating companies, 22 global locations, and 1,500 employees. Responsible to provide leadership, strategy, and vision for the Platform and to grow the Operating Companies organically and through acquisition. Accountable for all P&L and KPIs.

Executive Vice President and Chief Operating Officer, July 2013 to December 2016Accountable for daily operations of global corporation including Manufacturing, Distribution, Global Sourcing, Supply Chain, and Human Resources. Responsible for expense and capital budget deployment to meet P&L requirements. Develop leaders through goal based performance management and leadership development initiatives. Leader of annual strategic planning. • Accomplished a 23% annual inventory reduction while exceeding required customer service metrics• Led Operational integration of $30 million acquisition increasing profitability by 7% net margin with no reduction in customer service or loss of market share• Attendee and presenter in quarterly Board of Directors meetings• Decreased manufacturing cost per earned hour by 9% • Reduced OSHA TRIR by 2.3 to .84 during tenure• Established Oatey Operational Excellence with first ever in-house Lean Six Sigma training led by internal Master Black Belt. • Launched operational rationalization initiative in 2014 to reduce cost by $7.4 million on fixed cost• Member of National Association Board of Directors focused on global industry initiatives

Oatey CompanyVice President Global Operations and Supply Chain, Corporate Officer 2009 to Present Cleveland, OHResponsible to provide strategic leadership for all elements of the Supply Chain from Global Sourcing, Corporate Quality & Engineering, Demand Planning, Manufacturing Operations, and Distribution. Accountable for nine global locations and approximately 850 salaried and hourly associates. • Establish Corporate Supply Chain strategy to achieve long term profitability and meet the needs of the Retail, Wholesale, and International sales channels• Drive Lean Operations of Supply Chain to meet the needs of the customers and markets, align with cost objectives, and comply with regulatory/quality requirements such as ISO 9001 • Accountable to achieve established Supply Chain metrics such as Safety, Quality, Deliver, Cost (SQDC model)• Drive cost reduction initiatives through Global Sourcing and outsource business model • Drive inventory reductions and increase turns through improved operations, elimination of non-working slow moving products, and improved supplier management• Accountable to develop leaders in Supply Chain through active Leadership Management, Hoshin Planning, and training such as APICS• Responsible for Operational expense budget and capital deployment

PolyOne Corporation Director of Global Operations, Specialty Coatings and Resins Accountable for multiple manufacturing operations in North America, Europe, and Asia comprised of approximately 350 employees. Additionally, responsible for a $14 million P & L unit in the United Kingdom.- Turn-around of manufacturing sites focused on lean efficiencies - Manage an expense budget of $60 million- Accountability includes two chemical plant operating 24/7 polymerizing Vinyl Chloride Monomer (VCM)- Executed multi-site product re-alignment project to maximize utilization of physical assets, decrease cost base, and increase gross margin - Decreased manufacturing conversion cost per pound by 7.5% Year over Year- Re-organized structure of European business to increase efficiencies, improve service levels, and better utilize existing SG&A and Operational staffing. - Increased On-Time Delivery service levels from 92.1% to 98.6%- Reduced Asian inventory by 50% by improved supply chain practices- Key member of Business Divestiture Team

Accountable for the P&L for the Kelch, division of Bemis, as well as the Bemis Healthcare division. Responsible for sales, marketing, operations, and engineering. Customers included Briggs and Stratton, John Deere, Honda, and MTD.- Turn-around situation involving cost reductions and cultural adjustments that required right-sizing the business and implementation of best practices- Secured price increases and surcharges with major OEM’s in response to raw material escalation- Led efforts and secured ISO 9001: 2000 certification - Led Branding efforts to promote Kelch name and reputation in the marketplace- Launched a Manufacturer’s Representative network in an effort to increase the company’s channels of distribution- Introduced Lean Manufacturing through hands-on training and coordination with local agencies - Reduced Inventory by 42.9%- Created aftermarket strategy in an effort to sell directly to consumers through Big Box Retailers and the Internet - Enhanced the laboratory capabilities of Kelch to provide a competitive edge for the brand and a services solutions

Accountable to manage the direction of multiple plastics facilities in carrying out the Corporate strategic plan by establishing and managing to metrics, focusing on lean principles, and continually improving quality standards. • Manager of ORBIS Corporation (eight sites) Non-Prime material initiative with the primary goal of reducing the dependency of the corporation on virgin resin in a volatile market • Responsible for $4.2 million savings goal for 2004 through reduction of material costs, cycle time improvement, and material substitutions• Accountable for Divisional Quality function. Led upgrade to ISO 9001:2000 guidelines for ORBIS Corporation (eight sites)• Daily accountability to balance the internal plastic processing capacity of ORBIS by highly utilizing all internal capabilities and seeking external machine resources when appropriate• Responsible for the operational issues and the re-deployment of capital assets in a facility closure to meet the needs of the customers while improving over-all corporate overhead

General Manager Pallets & Bulk Products 2001 – 2003 Oconomowoc, WI Principle accountabilities including, but not limited to Strategic Planning, Financial Performance, Product and Service Offering, and Sales Channel management.• Profit and Loss responsibility for plastics division generating $110 million in annual revenue, with four hundred fifty employees and three manufacturing locations. • Accountable for the assimilation of two competitive acquisitions totaling $70 million in revenue during a one year time period and post-integration management• Responsible to generate and implement new beverage marketing strategy to maintain and grow the profitability of each acquisition, while developing traditional base-line product lines in the automotive marketplace. • International sales, market development, and manufacturing responsibility for Mexico and Europe. • Justified to the Board of Directors the need for a $7 million expansion including facility and machinery.

Senior Product Manager 2001 Oconomowoc, WI Responsible for the strategic direction of a $40 million dollar product line focused on the Automotive and Beverage markets. • Managed a team of four Product Managers in the execution of new product development, pricing, promotional activities, cost improvement, and market development.• Responsible for product line extensions, new product development, and market development. • Accountable for net revenue and gross margin objectives established in corporate business strategy. • Managed $2 million capital budget for new tooling.• Trade show and marketing communications management accountability

Plant Manager 1998 - 2001 Menasha, WISite Manager for plant of one hundred twenty-five employees, shipping $30 million dollars in annual sales, with $12 million expense and $2 million capital budgets.• • Executed plant turn-around by utilizing team concepts and established lean manufacturing systems such as SMED, 5S, and KanBan to meet customers’ needs, maintain standard reliability, and reduce waste. Led plant through successful ISO9001 certification process.• Reduced average mold set-up time from 24 hours to 2.4 hours.• Reduced physical inventory by $1.3 million through lean management techniques• Planned, developed, and implemented organizational policies. Created employee teams to improve quality, increase safety of plant, and reduce waste.• Decreased inventory variance from $700,000 to $9,000 in one year period.

Manufacturing Manager 1995-1998 Urbana, OHManager of over two hundred fifty salaried and hourly associates in a union environment and responsible for utilizing twenty-six high pressure injection molding machines, a reprocessing center, and a custom secondary department to meet the needs of the customer. • Accountable for the reduction of manufacturing cost through improved production efficiencies and the effective deployment of capital. • Responsible for all metrics associated with manufacturing management including utilization, safety, quality, and on-time delivery for a $60 million facility.• Member of the Management union negotiations team resulting in two successful, long-term contracts, including first five year contract• Implemented inventory control program which improved daily count accuracy to 97%