As the Chief Operating Officer at High Star Traffic, a Hastings Equity Partners portfolio company, I lead the operational integration and transformation of a multifaceted Highway Safety services organization. I unified four founder-led companies into a cohesive and scalable entity, forming a new corporate structure to support accelerated growth and operational efficiency.In this role, I oversee several critical areas that are central to our value-creation strategy:Post-Merger Integration: Leading the seamless consolidation of business operations, driving synergies, and aligning our growth strategy across the organization.IT & Digital Transformation: Modernizing technology infrastructure and leveraging digital solutions to enhance operational efficiency and scalability.Safety Leadership: Ensuring top-tier safety performance and compliance, reinforcing a proactive risk management culture.Operations Excellence: Leading initiatives to enhance operational performance, continuous improvement, and process optimization.Sign Production & Service Quality: Ensuring the production of high-quality traffic signs and services that meet and exceed industry standards.Business Development: Spearheading initiatives to expand market share, drive top-line growth, and explore new revenue opportunities.Data-Driven Decision Making: Implementing big data and analytics programs to provide actionable insights and improve decision-making processes.ERP Systems & Process Automation: Leading the enterprise resource planning (ERP) implementation to enhance operational control and visibility.Strategic Planning & Corporate Structure: Shaping the organizational structure to enable agility, scalability, and sustained growth aligned with long-term strategic goals.My leadership is anchored in driving operational excellence, fostering a culture of innovation, and delivering significant value to our shareholders and stakeholders.

Led Operations & Maintenance team of 5 direct and 350 indirect reports managing with a P&L responsibility. Leadership • Owned management and negotiated collective bargaining agreements (CBA) and renewals on time, including 2 CBAs for the International Brotherhood of Electrical Workers, 3 CBAs for United Steel Workers, and Plumbers and Steamfitters. • Oversaw the grievance process and administered the final step, resulting in only one arbitration filing. • Reorganized state operations structure; added a second management level, reduced stress due to workload due to poor structure. • Sat on corporate executive steering committee evaluating new services installation process.• Led four major cross-functional teams to analyze critical business processes at the senior leadership level; worked to align teams’ efforts on key goal items; took the state from a lagging state to a leading state in all categories. • Responsible for executing land contracts for right-of-way, easements, and new property for distribution and production systems. • Implemented Emergency Response Plans per district, held eight exercises, improved team readiness & identified vulnerabilities. Business Development • Managed relationships and communications with City Leaders and other municipal leaders on selling their water and wastewater assets; added two new systems and integrated teams into state operations. • Led multiple Request for Proposal (RFP) efforts, created selection criteria, & signed off on final contract awards Financials • Championed states meters to cash program; identified opportunities to increase total revenue though unaccounted for water. Technology • Implemented cellular-based Automated Meter Infrastructure (AMI) transitioning from Automated Meter Reading (AMR)• Led team to rebuild SCADA program; five sites fully implemented new software

Privately held WBE with 1,300 technicians across 14 states. Performs smart-grid upgrades for Automated Meter Infrastructure (AMI) deployment, Energy Services, Credit and Collections, and Electrical Substation Control House installations. Led the Operational Excellence Team, responsible for Safety, Quality, Training, and greenfield startups.Safety • Implemented daily tailboard talks into the operations standups and reduced reportable injuries by 30% in the first year. • Designed drivers dashboard with Verizon Fleet Connect data, enabled leaders to identify poor drivers and reduced incidents by 60% over three years. Business Development • Managed bid process from Request For Proposal (RFP) to contract award, negotiated Master Service Agreements (MSA), and Change Orders when required. • Authored new pricing/financial models for project bids and execution—increased profitability by 10% per project bid. • Created a project management system for startups utilizing SmartSheet, reduced startup cost by 15% and startup times by 25% Training • Selected Atrixware Learning Management System as a company standard, created in-house meter reading training, and reduced onboard training by two weeks. • Led the learning development team, designed and built 120 company-specific training modules, and completed an overhaul of the training program from onboarding to a certified installer in the field. Quality • Spearheaded strategic planning sessions focused on organizational performance; established KPI program for project targets. • Partnered with the technology team to implement Qlik data management system, giving customers insight into critical project data and enabling better strategic decision-making. • Managed dashboard design and implementation for key Advanced Meter Infrustrure (AMI) projects, changed key metrics to understand technician productivity and better-utilized field team resources.

Pursused MBA at Purdue University.

Led the Operational Excellence Team, composed of 4 direct, and 60 indirect reports.Mergers and Acquisitions • Worked with KKR, Blackstone, & Partners Group during the sale of USIC, led field visits for the team and participated in interviews. • Critical advisor to M&A of Premier Utility Locating, seamlessly integrated four departments: reduced redundancies, assisted in growing USIC footprint from 36 to 42 states and organization value. Business Development • Developed training and quality pitch deck and presented in person to prospective clients.Safety • Implemented and designed QlikView performance dashboards, defined KPIs, and reduced injuries by 20% over three years. Training • Converted from an external learning program to an internal-led training program.• Responsible for capacity plans/forecasting for new technicians, onboarded 4.5K new technicians annually; drove critical improvements that increased new hire productivity by 200% while decreasing utility damages by 15%. • Implemented Workday Training LMS converting from LITMOS; improved training management. Quality • Onboarded INTELEX software for Quality Management System; implemented 5-Why analysis on High Profile Damages, drove down quality-related expenses.

Managed a team of four direct reports in training, safety, and quality, utilizing process and continuous improvement methodologies coupled with sound operational and thought leadership. • Created the Locate Zero Program, challenging employees to set goals on how to achieve zero safety or quality problems. • Designed the FLAG Program using LEAN behavioral-based safety techniques to align safety guidelines with utility flags for ease of memorization.

The air and space warfare service branch of the United States Armed Forces. Retired E-8, Q1A291 Aircraft Loadmaster, 4,000 flight hours and held Evaluator, Instructor, and Airdrop Qualifications: previous Secret Clearance. Acquisitions • Key member of the KC-46 acquisition team, a $52B project in partnership with Boeing Defense. Managed key and critical suppliers, completed onsite inspections and manufacturing scheduled validations to ensure on-time program delivery. • Worked as the critical bridge from the acquisition team to frontline operators, demonstrating new aircraft capabilities. • Effectively led the manufacturing team's Risk Management program to track Boeing's supply chain risks. • Completed Acquisitions 101 by Defense Acquisition University, multiple courses on Federal Acquisitions Regulations (FAR), and the Integrated Defense Acquisitions, Technology & Logistics Life Cycle Management Framework. Managerial and Supervisory • Held multiple high-level positions and led numerous large teams, up to 12 direct and 1,800 indirect reports. • Oversaw aircrew flight test standards for 27 aircraft types, 1,2k aviators; enabled $800B in acquisitions. • Guest speaker at the University of Michigan; 100+ in attendance—leading in high-pressure situations. Innovation • Effectively implemented Lean Principals event and instituted electronic manual program saving $20M YoY. • Authored first-of-its-kind flight test course focused on Career Enlisted Aviators, graduated first class. • Developed a new aircrew arrival program, reduced process steps by 30%, and decreased time by 25 minutes.