Premier Forge, a portfolio company of Wynnchurch Capital, has facilities located in Indiana, Kentucky, and California. Premier Forge provides high-value, complex forgings for blue-chip OEMs primarily in the transportation, oil & gas, construction, mining, agricultural, aerospace, and defense markets.

Milsco is an independently run unit within the Jason Group. Milsco provides seating solutions for the turf care, heavyweight motorcycle, construction, agricultural, and powersports markets. Operations in the U.S., Mexico, India, and United Kingdom. Recruited to develop strategic procurement, corporate quality, and manufacturing departments for all locations. Over 750 union and non-union employees with $145 million in revenue. Value Creation - Initiated an operations strategy focusing on capacity, working capital, and asset utilization.• Initiated inventory teams which resulted in a 25% reduction and exiting 3 offsite storage locations, improving working capital by over $4 million with an EBITDA improvement of $515,000• Consolidated motorcycle seat manufacturing from two locations to one, saving over $1 million annually • Negotiated 60-day terms with top suppliers• Implemented capacity planning which identified key constraints during peak season, resulting in reduced overtime • Aligned new program development with the core competencies of the Asian suppliers• Implemented a cycle count program resulting in saving over $500,000 annually• Developed supplier and plant scorecards resulting in $1 million in positive PPV and $2 million of plant CI projects in 2019• 50% reduction in customer ppm and warranty expense over two years

One of the world’s premier rubber compounders and molders of technical seals for the automotive, appliance, and construction industries. Trostel has four manufacturing facilities; three in the U.S. and one in Mexico. Preferred Compounding (subsidiary of Audax Private Equity) acquired Trostel from Marshall Street Capital. Responsible for manufacturing, human resource, supply chain, and purchasing departments for all locations. Supported pricing for new and existing programs and managed key customers. Repositioned Company - Retained by Marshall Street Capital to rejoin Trostel and stabilize the company. Revived the operation and aligned the team for growth. Key member in the due diligence process and transition to new ownership. • Implemented cellular manufacturing to provide laser focus on scrap and shop floor execution• Focused on the value-stream for the top 80% of sales to rebuild customer confidence• Developed a staffing and throughput plan to support a rolling three month sales forecast• Negotiated the annual union contract for the Reynosa, Mexico facility (TMX)• Reduced turnover by focusing on employee empowerment, uniforms, and training• Improved preventative maintenance from 48% to 88% while adding 349 new items• Initiated continuous improvement projects and kaizen events with over $1,000,000 in savings• Reduced premium freight in 2015 to 2016 by 77%

Chemtool Inc. is an independently run division within the Lubrizol Corporation, a Berkshire Hathaway company. Chemtool has established itself as a leader in the global industrial lubricants and specialty products market. Responsibilities focused on strategic planning, operational excellence, and change management, with an emphasis on establishing processes and systems needed to develop a sustainable and scalable business.Managed all operational functions for Chemtool’s fluid, grease, and distribution sites in North America, Brazil, United Kingdom, and Belgium. Led a team of over 300 employees producing $325 million in sales. Demonstrated bottom-line results by developing, communicating, and executing a strategic vision and implementing turnaround initiatives.Cost Management - Developed a manufacturing and corporate scorecard to provide alignment and focus on customer satisfaction and bottom-line activities. Reduced low volume SKU’s to minimize complexity and improve UOI (Unit Operating Income).• Developed an Integrated Management System to provide Senior Management focus on key processes• Implemented a purge reduction project, eliminating the downgrading of over $3 million of grease• Reduced premium freight by more than 50% by implementing an approval process for the company• Developed continuous improvement targets for each facility with a total goal of $2 million annually• Worked with a cross-functional group to develop a training program for supervision, quality, homogenizer, and grease/fluid manufacturing 101Customer Satisfaction - Focused on inventory control, on-time delivery, first time quality, and root cause corrective actions.• Implemented the MRP module of Chempax driving a 16% improvement in OTD• Reduced aging inventory (6 month old stock) which resulted in a 37% reduction • Started S&OP meetings to review OTD, concerns, forecasting, and new program launches• Level loaded constraints, improving delivery performance, and reduced overtime

Managed P&L and directed all manufacturing functions for precision rubber molding facilities in Whitewater, WI and Reynosa, Mexico totaling $45 million in sales. Led a team of 250 union operators and a staff of 35 administrative employees. Was also responsible for the Metal Components Division (MCD) located in Lake Geneva, WI which was consolidated in July 2009. Transitioned the facilities from batch process to cellular manufacturing. Implemented a continuous improvement program which provided kaizen training for union and administrative operators. Safety - Implemented a behavioral-based safety system, incorporated a warm-up program, advanced 5S, and originated capital expenditures to improve ergonomics.• Reduced OSHA recordable injuries by 56% • Received the 2009 RMA Safety Improvement AwardCost Management - Significantly reduced expenses by eliminating waste and focused on value added activities. Managed supply chain for all facilities to improve on time delivery while reducing working capital. Consolidated Whitewater Molding Division (WM) and Metal Components Division (MCD) facilities which increased company RONCE and EBIT. Initiated kaizen events focusing on cell layout, warehouse organization, set-up time reduction, poka-yoke, visual management, TPM, and standardized work. Utilized bottleneck management (theory of constraints) and initiated multiple capital expenditures to reduce costs. Prioritized annual cost reductions focusing on ‘real money’ savings.• Consolidated adhesive and phosphate operations from MCD into WM, reducing overhead by eliminating redundant positions and improved the material value stream by four days• Coordinated the transfer of over $10 million of molded product from WM to TMX on time and to budget • Improved labor as a percent of sale from 15.9% to 9.8% over a two-year period • Brought 8.7 million parts in-house for phosphate, a $400,000 annualized savings