• Led the development and execution of a North America growth strategy • Developed, modeled and executed a Global Multi-location Customer Management process − Led development and negotiation for $130M in new revenue streams with global customers in North America, Asia and Europe• Developed and led a Sales Process training program for customer facing executives, managers and sales professionals− Trained 120+ personnel in fifteen – 2.5 day sessions in Europe, Asia and North America

• Full P&L responsibility for the largest segment of the Aerospace commercial unit comprised of seven facilities and generating approximately 65% of the total annual revenue: − Increased operating profit by 64% in 2011 and 2012; − Improved inventory DSI by 33% and decreased inventory dollars by 78%; and − Improved on-time delivery from 83% to 95%.• Served as Group Leader for executive team that developed and implemented the Toyota Production/Management system at the corporation’s pilot location. Implemented system through level 2-zone control in one year, resulting in 6X to 7X return on investment in training costs, a 62% increase in O/A, and significant improvements in quality performance.• Reorganized Eastern locations to improve profitability, working capital and strategic footprint; through price execution, talent placement & development and consolidation. • Proposed, developed and implemented a global multi-site customer process for Fortune 500 clients, deepening market penetration and reducing costs.

• Led the post acquisition team that created and executed the strategy to transition the Aerospace legacy of Castle and Transtar to form “Castle Metals Aerospace,” producing a single face to customer.• Negotiated two long-term contracts (7 &10 years) that generated a $375M revenue stream.• Led the preparation and execution of the facilities’ conversion of multiple legacy systems into the Oracle ERP system.• Established and executed working capital improvement plans for consolidated inventories and customer base.• Modeled new Aero CU culture necessary for transition success.

• Led $440M segment in: (a) increased operating profits by 12.5%; (b) best in enterprise working capital and margin improvement; (c) expanded multi-location customer process that yielded $30M for 2006; (d) executive team strategy developed with new CEO.• Served for a year as Vice President of Global Solutions (09/06-10/07): − Developed and executed Asian and European strategy that yielded a 40% YOY increase in revenue; − Initiated $80M European acquisition in UK/Spain; − Developed and implemented global customer program management structure and process to support growth of largest Aerospace, Oil & Gas and Industrial customers; and − Initiated current Commercial Solutions package “Castle Metals Plus.” • Increased revenue by more than 10% with Global Aerospace Customers through “program management office” expansion and contract/footprint expansion.

• Led the Midwest and International regions to develop and execute market offering that aligned with customer base and company’s strategic “sweet spot.” • Led corporation in growth of sales and operating profit (OP + 63%).• Developed and implemented multi-location customer process that eventually yielded more than 40% of enterprise revenues. • Opened Asian venture to support same day requirements for one of Chicago’s largest customers.

• Successfully integrated two acquisitions into the Franklin Park unit providing a comprehensive market offering and improving working capital, accretive revenues by 25% and operating profit by 45%.• Developed/Nurtured a talent pool/team of leaders and associates that overcome cultural inertia.• Developed, trained and implemented a Value Engineering process that became a significant part of customer solutions portfolio.

• Successfully consolidated three facilities into a new facility after developing market plan for BOD approval. Developed new team, increased revenues by 33% and quadrupled profits. • Developed and executed winning value proposition to provide all titanium ($10M) to Boeing to support their entry (X32B) for the Joint Strike Fighter competition. • Opened two new facilities for Castle – developed and after BOD approval, executed plan for a greenfield in Portland, Oregon market and an acquisition in Kent, WA to service the Washington, BC and inland Northwest markets.• Joined A. M. Castle in sales and progressed through a series of roles before getting promoted into general management.