LPL Financial is the #1 independent broker/dealer* in the country. Making the decision to move to an independent environment was based on my desire to broaden my services to my clients while continuing to provide objective financial advice. With the complexity that exists within financial services, having access to more resources will allow me to better serve businesses and individuals in pursuit of their dreams.LPL Financial offers no investment products of it's own, which allows me to devote my time and energies on my client's needs, not on product or sales quotas. I take pride in my ability to listen and understand my clients' financial objectives, and in my ability to make them a reality.* As reported by Financial Planning magazine, June 1996-2020, based on total revenue.

The Principal Financial Group is a world-wide leader in financial services. We serve businesses, individuals and institutional clients with a wide range of financial products and services, including retirement, investment expertise and insurance. My business leadership experience and financial credentials will allow me to serve and educate clients on the value of achieving their life's goals through appropriate financial planning and execution. In addition I have expertise in helping businesses recruit, retain and reward key executives utilizing "qualified" and "non-qualified" compensation systems. My philosophy is to operate with uncompromising integrity while always keeping the client's interests at the forefront.

Worldwide leader in expense reduction consultancy. ERA has performed over 15,000 projects worldwide and put more than $1.7 billion to the bottom line of clients. Their tremendous growth is the result of an excellent value proposition. They operate on a 100% contingency basis, demand very little client time, and partner with clients for 24 months to implement projects and insure discipline and compliance.

New, innovative product for connecting rebar in concrete construction. Recruited by investors and inventor/CEO to establish leadership, financial stewardship, and commercialization of the concept. Was recruited following a recapitalization in June, 2008. Efforts over past several years had resulted in numerous product and applicator design changes, significant investment, and minimal revenue.

Responsibilities: Strategic Planning, Finance, Treasury, and Human Resources. Results included:- Increased organization competence with improved resources and accountability.- 30%+ revenue increase coupled with expense reductions- Improved cash flow through process improvement and additional competence - Helped orchestrate move to a new modern facility, requiring project management and financial stewardship ($6+ million investment)

· Achieved cost reductions in excess of 4% of COS.· Achieved forecasted results from October through December, a first for the company.· Achieved record results in sales and profitability in fiscal 2004 (12% EBITDA).· Presented fiscal 2005 budget with highest sales increase in company’s history

Responsible for the $60 million children’s learning products. Business had deteriorated rapidly over past four years, with revenue drop from peak of $170 million. Recruited to turnaround business through improved product/market penetration and customer focus.· Restructured organization to increase sales and marketing competence and reduce costs. · Reduced headcount by 30% resulting in savings of approximately $1.5 million.· Drove more profitable selling formula by effectively utilizing domestic inventory and managing risk.· Increased focus on top 4 customers (80% of volume) resulting in excellent product placement for 2002 Christmas season.

Responsible for three operating companies representing $1 billion in sales. Recruited to rejuvenate troubled business by making major organizational changes, building strategy and improving key customer relationships· Strengthened relationship with largest customer (35% of sales) adding incremental sales of $20 million.· Served as “Acting President” at Graco while rebuilding the entire officer team and leading cultural change with increased focus on profitability and accountability. · Improved leadership at Little Tikes Company with new President, VP Marketing and VP Product Development

Responsibilities included Sales, Marketing, Logistics, Merchandising, Inventory Control, Retail Systems, International and Manufacturing (approximately 4000 associates).· Through process re-engineering and accountability, reduced administrative headcount by 40% and distribution headcount by 20%, resulting in expense reductions of over $50 million. · Achieved record service levels (over 95%) with improved inventory management, product line rationalization, customer rationalization, and distribution efficiency.· Improved cash flow by over $200 million through inventory control, profit improvement and asset management.· Initiated B2B E-commerce to accelerate process improvement and profitability. · Led effort to consolidate stores under one strong brand—True Value. This resulted in a stronger company, streamlined processes, and profit improvement of over $40 million.· Achieved profitability of approximately $25 million in 2000 following a $131 million loss in 1999.

Privately held company with KKR as primary shareholder. Primary products are consumer adhesives and related compounds sold in virtually all retail channels. · Created infrastructure re-shaping the organization, resulting in a stand-alone, independent company.· Achieved record sales, market share and profitability reversing a five-year downward trend.· Increased sales by 30+%, 1998 versus 1995, coupled with a 40% increase in EBIT.· Significantly reduced working capital requirements through process improvement initiatives focused on inventory management, product rationalization and accounts receivable.· Served as General Manager of a 50/50 joint venture (Krazy Glue) with Toagosei, a Japanese chemical company.· Implemented ERP process to address organization information needs, establish a platform for future growth and solve year 2000 issue. Partnered with Compaq and SAP for development and installation.

True Temper Hardware, Camp Hill, PA President (1992 - 1995)A leading manufacturer of lawn and garden equipment serving multiple retail channels. This was an acquisition by Huffy that required a significant turnaround to survive.· Reduced product line by 40% and simplified manufacturing, which eliminated 2000+ components.· Restructured facilities resulting in the closing of Canadian distribution center (serviced from U.S.), two U.S. manufacturing facilities and significant process improvements in two main sites.· Significantly improved relationships with key customers, which required extensive travel and high-level meetings to rebuild the business. Awarded Vendor of the Year at Target for 1995.· Achieved 10 point improvement (over 30%) in selling margins, service level improvement to 95% from as low as 40% in 1993, 40% increase in manufacturing efficiency and successful new product introductions. · Returned to profitability in 1994 with a $15 million bottom-line turnaround, receiving Huffy Company of the Year in recognition of the corporation’s most successful turnaround.Huffy Service First, Dayton, OH President (1990 - 1992)Huffy Sports, Waukesha, WI Vice President Operations (1989 - 1990)Vice President Sales & Marketing (1986 - 1989)Promoted from Regional Sales Manager (Huffy Bicycles, Dayton, Ohio) within two years.Huffy Service First, Dayton, OH (1983 – 1984)Vice President and Controller Purchasing Manager, Huffy Oklahoma Bicycle Division (1982 – 1983)General Accounting Mgr., Huffy Oklahoma Bicycle Division (1979 – 1982)Senior Internal Auditor, Huffy Corporation (1978 – 1979)Staff Accountant, KPMG Peat Marwick (1976 – 1978)