The company helps improves the safety and performance of athletes through its unique ability to evaluate and optimize the points of contact between an athlete and the playing surface, and determines the playability of athletic fields.

35 Consulting is focused on interim and fractional executive roles, executive coaching, and bringing solutions to organizations to address leadership and management issues.

I work with Professional and Executive MBA students to develop their leadership potential.

Company is a family-owned manufactured of equipment used in the Composite Industries. The company sells mostly directly in the United States and through distribution in the rest of the world. Customers include the industries of marine, recreational vehicles, pools, aerospace, automotive and others. The products range from basic to filament winding and 3-D thermoset printers. Some accomplishments listed below:1. Helped lay the foundation for the transition from 2nd to 3rd generation.2. Led the company through the impact of Covid-19 including securing a PPP loan.3. Acquire a business in Canada4. Created positive cash flow5. Open a second plant located in Knoxville, TN6. Developed growth strategies for domestic, international, and Advance Equipment businesses, including the commercialization of a 3-D thermoset printer.

35 Consulting's mission is to work with leaders and organizations to help them fulfill their vision with expert business advisory services, coaching, executive management, corporate/organizational culture development, and where needed- financing solutions.Some of the business advisory services include strategy development, revenue growth and margin enhancement, capacity and capability development. Coaching could be on an individual or team basis.

Directed regional director of sales, director of product management, director of business intelligence, inside sales manager, and APS sales and operational teams. Responsible for revenues and margins. Created strategies for growth, marketing, pricing, APS, and national accounts. Supervised supplier selection, development, strategy, and agreements. Developed go to marketing and website strategies. Implemented database and pricing models. Produced inside sales strategy and development. Spearheaded sourcing and government business. • Restructured sales organization to create coaching, mentoring, and accountability with district sales manager model.• Implemented strategy to focus on major markets to drive growth and profitability, plus create critical mass for distribution centers, logistics, and inventory.• Developed plan to drive revenue growth and margin improvement through account managers, inside sales, e-commerce, and national accounts.• Created Five Plus One marketing and product management strategy to provide focus and support for key premier suppliers.

Joined $70,000,000 organization chartered to build and position five business units: US electrical, mechanical, Canada, Europe and India/Far East for sustainable global growth. Before arriving at Argo International, business had not grown in 10 years, with being marginally profitable. Drove both growth and profits, allowing owner of business to sell most of company to business who needed international platform.• Increased revenues by 7% and profits rose 92% during first eight months. • Improved first quarter of 2012, by generating revenues up 18%, with 20% of revenues generated by salespeople added in 2011. Profits increased by 450% during first quarter and backlog was up 20%.

Accountable for SHIP, $1,000,000,000 direct marketing, in-home selling business unit with revenues of $800,000,000/year, providing complete turnkey installation and post-sale services with 57 district offices/warehouses; 4,500 sales and service associates, and 3,000 sub-contractors nationwide. Oversaw $100,000,000 direct marketing annual budget and eight-member executive management team. Concurrently led SCUC, franchise-model division with $75,000,000 in annual revenue and network of 90+ franchisees providing carpet cleaning, upholstery care, air duct cleaning, garage door installation/repair, and wood floor cleaning services. • Worked closely with all areas on business to identify and take action to take out cost resulting in $20,000,000 in savings per year. Created profit optimization through decline of revenues caused by recession.• Developed performance accountability by generating team unity, and customer responsiveness, reorganized field- operations from functional to general management model. Implemented change saved $2,000,000 per year.• Created improvement methodology called “Battle of Average”, allowing organization to drive improvement in critical areas of business. Process allowed improvement of close rates by 300 basis points, margins improved to 52% from less than 50%, and quality scores from customers improved by over 1,800 basis points.• Worked closely with marketing team to develop strong Internet strategy, redirecting market spend to drive demand through Internet channels. Generated leads from Internet rose from 5% to over 40% from 2002-2008.

Nation-wide products and services company that provides outsourced maintenance, repair, operating and production (MROP) procurement, management, and application expertise through array of value-added services. Supervised P&L and business unit; oversaw 400-plus associates and two distribution centers, along with Boring Smith business unit. • Recruited new management team to drive revenue growth from $160,000,000 to $200,000,000.• Spearheaded 30% improvement in operating income, and reduced number of distribution centers from five to two.• Introduced new model of consultative selling centered around supply chain optimization.

Promoted from Group President of electrical distribution and wire/cable business units (2000-2002) to Group Vice President, with responsible for engineering, marketing, customer service, product management, distribution, and business unit.• Launched new distribution strategy to optimized performance by consolidated 28 warehouses into four; and rolled out freight software for cost effective delivery schedules.• Expanded market share by 10%+/- by creating new offerings in collaboration with product management and business units and by using One on One marketing strategy.• Directed two additional business units, creating $4,000,000+ (40%+) revenue growth for recreational/ transportation line and positioning specialty cable division as highest profit contributor company wide with 30%+ return on sales.• Transitioned organization into ISO 9001:2000.

Concurrent PositionManaged $3,000,000,000 corporate vendor programs. Reviewed proposed lines/vendors, set direction for negotiations, and developed supplier market plans to drive growth. Led process re-engineering and built top-producing management teams, increasing volume by 15% to $350,000,000, saved $1,000,000 in transportation costs, and reduced inventory by 18% or $50,000,000.

Headed $200,000,000 stand-alone division with 16 branches nation-wide ranging from $8,000,000 to $30,000,000 in sales. Held P&L responsibility.- Grew division’s sales from $95,000,000 to $200,000,000 with 50% market share in OEM segment by extending product offering and market reach, and by creating high-performing team. - Lowered operating expenses as percent of sales by more than 30%.- Lowered working capital by 65% ($10,000,0000) by extending payables cycle and reducing inventory supply by 30 days. -Led the acquisition and vertical integration of retail construction company.