Recruited to manage day-to-day operations following failed company sale. Brought in to restore order amidst organizational turmoil, improve employee morale, and reset business strategy. Assumed responsibility for sales department in 09/2019. Holds full P&L accountability within organization.

Recruited to manage day-to-day operations of machine and fabrication shop for new ownership group. Assumed full P&L responsibility and oversite of 23 - 29 employees (at height of business expansion).▪ Transitioned company into new markets – prior to 2016 company was heavily dependent upon coal mines in W. Kentucky. Responded to downshift in industry by winning new customers in manufacturing, automotive, agribusiness and power generation.▪ Developed a health and safety program ─ instituted a safety culture resulting in reduced safety rating to 0.87 and workers compensation expenses by 82.5%; achieved three consecutive years with zero incidents.▪ Fully implemented shop ERP system reducing per job labor costs and improving operational output.▪ Managed company through two major customer bankruptcies; provided leadership to sustain employee engagement, morale and productivity.

Recruited as a change agent to break into new markets, increase sales revenues, and enhance bottom line profitability. Organized, improved and upgraded sales and marketing team results for the company’s five business units with 600 employees across 5 states, generating approximately $145M in annual revenues in 2012. Provided strategic direction and directed the day-to-day activities of the Sales and Marketing departments of each company through a team of business unit sales managers. ▪ Increased revenues $36M or 24% in 2011, and $61M or 19% ($29M organic/$32M acquisition) in 2012 - significantly outperformed profit expectations.▪ Created sales and marketing budgets for each business unit.▪ Led business development efforts – Entered Oil Sands market in Canada for the Structural Steel business unit; launched three new products in 2012 for the Tanks business unit.▪ Formed and staffed an internal marketing department – significantly reducing costs of previously outsourced services while improving lead times and marketing material quality. Created marketing program producing market awareness of new business name, TrueNorth Steel. ▪ Implemented Salesforce CRM across all business units, greatly improving communication between sales and production – providing greater visibility of the sales pipeline and sales forecasts. ▪ Developed sales strategies - specific to each business unit to maximize profitability.▪ Introduced and implemented Miller Hieman sales training program across all business units, which standardized sales processes companywide and improved communication among business units.▪ Created and implemented an early order program to pull sales forward from seasonally high demand months into off peak months – resulting in the best financial first quarter in company history for the CSP business unit.

Recruited to reorganize and improve sales team results. Directed the Sales and Marketing departments comprised of a marketing coordinator, customer support/inside sales, and outside sales representatives. Customers included Kraft, Johnson & Johnson, General Mills, Procter & Gamble (P&G) and packaging equipment manufacturers. ▪ Achieved revenue growth of 37% in 2009 – a 19% improvement over previous high. Led sales group to exceed 2010 revenue budget in 9 of 12 months – a company first.▪ Successfully implemented a new sales strategy that significantly improved revenues and bottom line profits. Also created new account manager role for the P&G account, increasing sales to P&G by 30%.

Brought in to run day-to-day operations of $5.3M trucking company while preparing it to be acquired or acquire another company in the logistics supply chain management arena. Initially hired to prepare the company for acquisition; focus changed to include possibility of acquiring other companies.▪ Increased revenues $1.2 M (25%) in 2005; improved net operating profit 50% in 2005 and 2006. ▪ Attracted two potential buyers, as well as an acquisition target; subsequently negotiated and arranged financing to acquire a $45M logistics company.

Reorganized and managed the sales and marketing departments. Company sold ATM environments to financial institutions throughout the US and Canada. ▪ Managed and developed strategic alliances with construction companies, architect firms, value-added distributors, and independent sales agencies generating $400K in new sales.▪ Renegotiated previously unprofitable contract with Bank of America resulting in a 36% price increase.

Managed Mid-Atlantic, New England, and Central regions. Group consisted of 8 District Sales Managers and 94 sales representatives. Promoted from Sales Rep to Area Manager, District Manager, and Regional Sales Manager in 28 months.