Aquila Analytics LLC provides Fortune 50 experience and superior analytical skills to assist our clients in making prudent business decisions, in planning the implementation, and then in successfully executing their plan. We focus our deliverables in three areas:Aquila ERP Solutions: Configuration and Managing ERP Systems, with a focus on Operational Management of the business.Aquila HCM Solutions: Implementing Data Governance and Analytical Culture to Improve health outcomes while reducing cost.Aquila BI Solutions: Deploying Operational Dashboards with systems such as PowerBI which can be used by Front-line Managers to better understand current capabilities and predict future performance improvements.We reduce the uncertainty you face when making bold changes:- What can I do to deliver more with what I've got?- How do I best lay out our new facility or operational process?- What are the chances of meeting future demand for our product/service?- How do I get buy-in for the change from my long-term employees?- What if...?We are experts in process design and improvement, using leading data analysis and visualization tools such as Tableau and PowerBI, to identify and exploit the greatest opportunities while considering the impacts to the rest of your organization. Aquila Analytics LLC is founded with the purpose of putting our God-given talents to use in helping our neighbors achieve their very best. Acts 18:24-27Key Engagements:• Oil & Gas Services Company (NYSE listed): Functional Requirements to automate Field Services Ticketing and Invoicing process• Tier 2 Automotive Supplier: Conducted Multi-site Process Improvement Assessment (In Spanish)• Food Packaging Company (>$100M annual revenues): Operational Dashboard, Production Planning enhancements (25% increase in capacity)• B2B Distribution company (>$100M annual revenues): Inventory Control Processes• Mid-sized Health Plan Provider (>$400M annual claims paid): HCM Data Governance

Courses taught:International Business Management: An undergraduate, Senior-level course with emphasis on Cultural Awareness, Cultural Sensitivity, and overall Cultural Intelligence. During the semester, students work in teams to assess the global business environment for case-specific companies (Vodafone, Haier, Wal-Mart, IKEA), select a target country for expansion into Africa, South Asia, Eastern Europe, MENA, or Latin America, then prepare the plan for market entry into that country. The students then present their plan to a mock Board of Directors which consists of local internationally-savvy business executives. Organizational Behavior and Management: A post-graduate foundational management for all Business-related Masters degree programs, including MBA. The course exposes the students to the entire history of social-science research of management, from the classics of Motivation, Communication, Conflict, and Negotiation, to the most recent practical applications of Emotional Intelligence, and Transformational, Servant, and Authentic Leadership.

Moved to new Shared Services organization to provide vision and leadership for improving synergies within the world’s largest dispensing pharmacy network, 2.2M prescriptions weekly (6% of all US). • Awarded 2 President’s Awards (Top Project Performance) - both Individual and Team categories.• Saved $3-4M in shipping costs (3%), resulting in net decrease in spend in spite of workload and rate increases; achieved by logically sub-dividing orders prior to fulfillment processing to exploit USPS cost breakpoint. Collaborated with 8 departments to identify and justify the opportunity, then define, test, and implement the solution with coordinated installation in 3 integrated IT systems.• Saved $1.5M in shipping and processing costs by migrating order sub-dividing logic to downstream system. Achieved through negotiation and persuasion with 3 historically isolated an independent software development groups. Developed the subdividing algorithm to consider regulatory, supply-chain, operations, and professional practice constraints.• Led 8-12 person project team across 5 sites in multi-year effort to integrate Specialty Pharmacy prescription routing and fulfillment processes into Medco’s proprietary dispensing processing system.• Fulfillment team leader within Medco’s Business Process Reengineering (BRP) team (supported by McKinsey consultants) and on the Express Scripts Merger Integration team. • Key Contributor for Fulfillment Strategic Planning – including facility expansions, realignments, supply-chain optimization, customer-service enhancements, and disaster recovery plans. Note: Medco Health Solutions became a member of the Express Scripts family of pharmacies on April 2, 2012.

Placed into specifically created multi-site role to standardize and integrate fulfillment procedures in 6 facility fulfillment center network. Trained entire new facility management team in Automated Pharmacy operations during their post-validation growth from 1 shift to 3 shifts. • Saved more than $2M in annual maintenance and operations costs with team of 5 internal and 3 consultant resources, successfully implementing multiple concurrent projects in New Jersey site. • Saved $1.0-1.5M in operational and inventory/property tax costs by leading integration of Ohio site into Medco’s pharmacy control system. Overcame hurdles resulting from addition of 25,000 unique products to existing 2,000 product database through creative data migration techniques.• Improved 3-day company service level from 89% to 95% with fulfillment prioritization change which was tied to bonus system focused on fulfillment only service. Despite initial resistance based on fear of losing personal bonus payment, change was implemented and acknowledged as a win-win-win for clients, patients, and employees.

Promoted to role normally held by VP. Provided vision, leadership and direction for 30 management and 500 union and non-union hourly employees. Responsible for ensuring goals were developed and attained in key performance indicator areas of Compliance, Quality, Safety, Service, and Cost. • Led 30 management and 500 employees through year of 30% growth, facilitated by obtaining union leadership buy-in on creative shift schedule transitions. • Subsequently consolidated operations from 3 shift/6 day schedule to 2 shift/5 day schedule as workload was shifted to new East-coast facility.• Guided integration of warehouse management processes into consolidated operations structure.• Quickly became recognized as the company expert in automated production operations. • Regularly consulted by staff of other facilities and corporate business planning regarding capacity utilization and operational strategic plans. • Drove implementation of new order routing system by developing standard operating procedures which addressed concerns of operations and business planning stakeholders in 2 sites.

Led 7 supervisors and 95 employees in the operation of the world’s first fully automated dispensing and packaging process. Inspired a “can do” culture throughout the organization. Involved maintenance, controls, quality, and operations personnel into cross-functional teams to identify and solve problems. • One of 50 managers (Top 5%) Recognized by CEO for Leadership, Integrity, and Teamwork• Expanded automated dispensing capacity by over 75% in 2 years (more than 130% of design) by building cross-functional process improvement teams and implementing select capital projects.• Presented project summary to 500 senior and executive leaders: the strong results and sound methods used in project resulted in creation of Six-Sigma corporate organization and philosophy.

Supervised employees in pharmaceutical manufacturing and packaging operations in non-union, shift work environment. Made decisions consistent with cGMPs, department and company priorities, and business acumen. Routinely interacted with Quality Control, Technical Services, Material Management, Finance, Plant Support, and Human Resources departments. • Supervised 30-40 person midnight shift in all aspects of facility operations in the manufacture and packaging of Nitro-Dur transdermal patches, and packaging of various solid-dose medications.• Independently managed the near-term production scheduling, staffing (average of 15 employees) and material flow in an environmentally isolated facility in all aspects of manufacturing and packaging of cephalosporin-based antibiotic. Coordinated with all departments to proactively plan and execute production satisfying world-wide product demand. • Analyzed materials and labor cost variances on facility product base, identifying several necessary revisions to financial standards, leading to more accurate planning. Focused attention on areas for immediate cost reductions.

Operations and Safety Officer – USS Fahrion (FFG-22) • Awarded Navy Commendation Medal for service during tour.• Ship awarded Battle “E” as best of 6 in squadron• Ship awarded Atlantic Fleet Safety Award• Planned and executed Great Lakes Cruise, coordinating with entities in 10 US and 3 Canadian ports; provided tours to 75,000 guests in 90 days in support of Navy recruiting efforts.• Trained 200 Egyptian sailors prior to the decommissioning and sale of the warship to Egypt.• Held Top Secret ClearanceDivision Director/Instructor (Chemistry, Materials, Radiological Fundamentals) – Navy Nuclear Power School• Awarded Enlisted Department Instructor of the Year (of appx. 75 instructors). Led 10 officers and 8 senior enlisted instructors for Chemistry, Materials, and Radiological Fundamentals enlisted course.• Awarded Navy Achievement Medal for leadership and contributions in producing a combined Training Operations Manual for the merging of 2 commands.• Awarded Navy Achievement Medal for services during tour.Reactor Electrical Division & Shift Officer – USS Carl Vinson (CVN-70) Bremerton, WAServed during 30-month Complex Overhaul: Shutdown – Layup – Dry Dock – Validation – Start-up – Sea Trials • Qualified as Reactor Watch Officer and Surface Warfare Officer with 1/3 the typical underway time.• Qualified Nuclear Engineer (Department of Naval Reactors) with only 6 months operating experience.