Trecora converts by-products from natural gas and petrochemical production, which would otherwise be burned for energy, into value added materials necessary for the production of building insulation, hot melt adhesives, HDPE, thermoplastic coatings, and countless other products. Trecora is a leading producer of products that are critical enablers of carbon neutrality assuring energy efficiency; food protection; and safety. Trecora operates two best in class facilities, employs more than 240 team members, and provides customer solutions on a global basis. Formerly a public company, Trecora was acquired by Balmoral Funds in June 2022

Leader and Board member of one of North America's largest producers of Expandable Polystyrene (EPS) used in building and construction; cold-chain packaging; and infrastructure. Epsilyte is focused on innovative solutions conserving energy in commercial and residential buildings; enabling safe, efficient, and cost-effective shipment of perishable food and medicine; and providing environmentally preferred, light-weight, and durable foundations for transportation infrastructure. Epsilyte is a portfolio company of Balmoral Funds

Led a $2 billion chemical and plastic producer marketing products to a wide variety of industries including packaging, automotive, construction, and medical. Led a nine member management team with over 550 associates and seven manufacturing sites (6 in United States and 1 in Colombia). Reported to the Board of Directors of the LLC. Accomplishments include:• Improved EH&S performance to ACC top decile for both personal safety (IIR=0.12) and process safety (PSIR=0.0) in 2019.• Progressively increased Net Income from a $14 million loss in 2011 to $260 million in 2018 through cost management, market segmentation and unit margin expansion.• Distributed more than $1.4 billion of excess cash to shareholders between 2012 and 2019.• Obtained Board approval and effectively in-sourced 3rd party business services including IT, supply chain, logistics, treasury, procurement and SAP platform generating an IRR in excess of 30%.• Invested over $300 million of capital since 2013 to improve asset integrity, mechanical reliability and economic return. Large capital projects include Site Fire Protection ($14MM), Polystyrene Process Control Systems ($21MM), Deep Water Dock ($27MM), Site Feedstock Storage ($16MM), and Styrene Reactor Replacement and Upgrade ($35MM).• Ensured safe, reliable and cost-effective manufacturing operations supporting global customer base. Operating rates for both styrene and polystyrene facilities achieved historic highs in 2016, significantly outperforming the market (> 87% vs. 76%). Mechanical reliability of 99% set a company record in 2018. • Proactively developed a sustainability strategy to reverse consumer perception of single use plastic waste. Influenced industry associations (ACC, PLASTICS, WPC) and other plastic producers to emphasize the PolyUsable™ recycling process. Formed a 50:50 JV with a leading global sustainability company to optimize and control production at world’s largest chemical recycling facility.

P&L responsibility for $440 million specialty chemical producer marketing products to the graphic arts, adhesives, specialty coating, rubber, and aroma chemicals industry. Position had 9 direct reports with 680 individuals and eleven manufacturing sites (2 in United States, 2 in Europe, 4 in China, 1 in Korea, 1 in New Zealand, and 1 in Argentina). Position reported to Chairman and CEO of Lawter BV.• Created a highly competitive, stand-alone company upon divestiture from previous owner. Ultimate responsibility for setting legal entity structure necessary to conduct business on a global basis. Named the company, sited global headquarters and developed global brand upon change of ownership. • Reduced net trading capital by 5 days within the first 12 months despite an agriculturally based, highly volatile, primary feedstock situation and global supply chain. This coupled with better than expected earnings and targeted capital investment generated more than $35MM of free cash flow – an all-time record for this entity.• Recruited and retained key management talent through the transition period. Experienced less than 1.5% attrition rate within first year after divestiture. Used an aggressive communication process to enhance associate engagement in all regions.• Effectively out-sourced critical functions such as legal, IT, accounts receivable, accounts payable, employee benefits, and property insurance at inception while simultaneously building internal capabilities to in-source within 12 months to lower cost and provide additional control. • Provided sole liaison between Lawter and JV ownership to develop and deliver on transaction synergies. Delivered $11MM of synergies in first year related to strategic sourcing, operational cost reductions, and productivity.• Developed a strategic alliance for key raw material in Europe which resulted in an equity investment backward integrating into the primary feedstock.

P&L responsibility for global $360 million specialty chemical business marketing products to the graphic arts, adhesives, specialty coating, rubber, and aroma chemicals industry. Position has 8 direct reports with 610 individuals and eleven manufacturing sites. Accomplishments include: • Led turn-around of global business – Improved EBITDA from $15MM (3.7%) to $28MM (8.2%) despite global recession and unfavorable market trends in mature regions of the world. • Decreased fixed cost from $74MM to $44MM through site rationalization, efficiency capital, and operational improvements.• Reduced SG&A spend from $26MM to $16MM through productivity initiatives, resource consolidation, and metric driven analytical tools.• Improved global safety performance reducing OIIR from 1.6 to 0.70 through active incident reviews, capital, and regular lead-team safety inspections at all sites. • Implemented SAP at four sites in Asia-Pacific and one in Argentina without significant operational, supply chain, financial or customer impact. • Developed a global business strategy that made clear that alignment with a backward integrated pine chemical participant was necessary for continued growth/survival. Led the business through a divestment process to include investment bank selection, management presentations, due diligence, buyer selection, data room creation, and carve-out process for a new stand-alone business. • Led integration of an acquired business with three production sites, 150 employees and $70 million in revenues. ­ Integrated Sales, Marketing, and Technology organizations within first thirty (30) days­ Rationalized two (2) manufacturing locations within first five (5) months­ Delivered $6.8MM of synergies related to acquisition in the first 12 months

Position had P&L responsibility for $165 million specialties business marketing products to the Adhesives, Coatings, Composites, and Electronics industries. Position had 12 direct reports with 22 individuals in direct organization.• Improved revenues by 39% and volumes by 7% during the first year equating to a $15 million EBITDA improvement. Key initiatives included:­ Created dedicated sales force and technical sales support team – focused on commercial development­ Implemented 28% average price increase justified by value in use and market dynamics­ Co-producer agreements­ Implemented a Target Opportunity Tracking system promoting project management for technical sales