David Bouchard Email & Phone Number

• Collaborate with 6 PE firms to identify acquisition prospects with a revenue range of $50MM to $250MM, targeting:o Supply chain/transportation/e-commerce/value-add warehousing/secondary packaging/home and business services- Strategize on doubling revenue over 3 years, assessing how to drive double-digit EBITDA returnso Research entities for potential investment, compile list; contact ownership to gauge potential sale interest; examine:- Existing financials/core services/IT/leadership/business development, earnings, and M&A/organic growth potential - Review performance metrics to assess enhancement opportunities—business/platform to grow efficiently/profitably o Determine/recommend most effective performance/profitability metrics; analyze targets post-Letter of Intent (LOI): - Assess quality/maturity/effectiveness of data capture/usage to enable effective decisions; present 4 competitive bids o Conduct industry market analysis, considering value of awareness marketing/earned media/thought leadership options - Use improved, interactive websites web content /electronic newsletters; advise on strategies to enable growth

• Analyze both proprietary and purchased systems, impacting organizational software/workflow efficiency, such as: o Assess ERP Integration with existing, client-interfacing operating system; ensure precise management of: - Evaluation, coding, testing, and parallel operation until achieving go live” approvalo Liaise between client stakeholders/3PL team to facilitate communication/planning to mitigate failures/mistakes o Evaluate operating system vs. client-based operating system management, as well as data capture/dissemination o Determine efficiency of management reporting/performance measurement capability, interviewing employees/leaders o Examine/question/test existing IT system for capacity/performance/ease of use; present system options: - Establish roadmap to drive scalability/capital/future growth capacity, modernizing/replacing legacy systems • Roadmap B2B/B2C services strategy: security/last mile delivery/HVAC/landscaping/home installation/field repair, etc.o Optimize E-commerce, tracking/tracing, planning, order management/fulfillment/processing, and order to cash• Identify significant/excessive technology investment based on implementation/use of 6 ERP systems, simultaneouslyo Determine why individual systems lack capability to merge all data into singular data warehouse

• Consult with Private Equity (PE) firms, examining small/mid-market logistics entities for acquisition: o Assess revenue/EBITDA growth potential/feasibility to expand by introducing new services to existing clients/prospects• Establish history of replacing or modernizing legacy systems with Tier-1, 2 or 3 operating/automation systems:o Improve operational effectiveness to meet future growth expectations by replacing legacy systems: - Warehouse Management Systems (WMS)/Transportation Management (TMS)/Enterprise Resource Planning (ERP) - Integrate Enterprise Cloud; implement SAP/Oracle/Red Prairie/Manhattan/i2/Manugistics/Infor/NetSuite platforms- Leading Transportation Management System (TMS) executions, I.E., MercuryGate/JDA/Descartes/3Gtmso Ensure communication strategies/contingency planning/parallel testing and employee training to facilitate: - Seamless integration with client ERP systems to introduce WMS/TMS modules; facilitate system switch-over• Develop/publish acquisition thesis to focus on growth—analyze operating platform/organizational structure/services/IT o Establish “strawman” strategic approaches; assess synergistic/complementary capability for additional services through: - Organic growth, as well as bolt-on acquisitions—four (4) bids have been submitted

• Develop strategy to grow EBITDA from $3M to $10M by 2024 by diversifying/scaling portfolio of clientso Create target roadmap: securing 4-6 clients vs. 2 current clients to generate 80% of projected revenue/earningso Establish plans to expand service footprint to major Southeast US markets—for additional manufacturing/distribution• Evaluate current IT/technology structure, assessing scalability/operating modules/capacity to enable future adequacy o Determine if further investment is required, and feasibility of managing data volume/administrative processes • Assess broadening service to secure logical secondary packaging/E-Fulfilment/transportation management/drayage/last-mile o Identify/determine support services, I.E. transportation/freight brokerage/forwarding/value-add warehousing serviceso Evaluate benefit of potential M&A activity to enhance services/system capability, and facilitate geographic expansiono Determine criticality of systems, scalable to needs of future, and capable of facilitating better: - Execution, tracking, measurement, reporting, communication, and measurement/data to improve decision making

Acworth, Ga, Us

• Prepared organization to achieve best multiple at sale; assessed viability of maintaining legacy organization within familyo Executed Chicago turnaround—13 locations, nationally; laid-off part-time/hired full-time industry experienced CFO: o Eliminated redundant/non-performing personnel; created salary flexibility to accommodate experienced CFO and VP o Streamlined operations—developed/utilized data driven metrics; enabled operations to establish hourly goalso Established processes across organization to create consistent execution; enhanced IT systems to track/measure/rank: - Labor performance through Engineered Labor Standards within the WMS systemo Initiated market wage studies—Increased compensation to reduce lease-labor turnover 70%+ to less than 10%o Cross-trained personnel: warehouse/kitting procedures/system usage; developing/implementing performance standards: - System driven monitors on each line/in key work areas to ensure understanding of performance goals in real-timeo Ensured team of 100+ employees in Chicago through proper market wages/training/tracking/consistent communication- Delivered a committed base lease labor force; eliminated quality/performance deficiencies from prior high turnovero Hired HR Director to develop/implement talent management/compensation standards/performance reviews, etc. o Retained former Ryder/DBS leader to lead facility turnaround to serve SC Johnson/Purina with power to drive change - Recruited GM/shift leadership; managed administrative team; re-established daily planning/communication o Leveraged Operations Excellence partner to formulate plan; implemented; established the process, and train staff on:- 5S standards, professional order management, IB planning, production, and outbound distribution o Renegotiated soon-to-expire contract to support wage increases; eliminated high turnover, improved consistency

Acworth, Ga, Us

• Spearheaded overhaul of antiquated ERP system with no training in place—lacked accurate information for decision makingo Inherited strong IT leader—requested assessment/plan; collaborated with new leaders on priorities/budget/timeline o Directed IT to identify original ERP developer/owner; assessed capabilities; addressed stability/security issues:- Mainframes stored distance from HQ/not secure/hardened; expensive lease; established new maintenance agreement o Developed software within system to provide Cloud-based services to customers and facilitate e-commerce transactionso Created system: wide-standard database—kept information in central data warehouse; customized appearance portals: - Customer inquiry/reports/real-time order management/visibility; instituted SAAS profile to the market• Standardized inbound/outbound process—all customer products with system scalable for EDI (Electronic Data Interchangeo Negotiated long-term contract—mainframes at 75% less monthly/~$200k, annual savings; made infrastructure changes: - Back-up support/cabling/coding/personnel—moved system experts to lead training efforts across multiple locationso Improved system execution/problem solving; streamlined real-time secure data capture; established site-specific KPIs - Converted metrics/KPI's to dashboards—real-time updates to personnel’s iPhone/tablets—quick decision-makingo Incorporated production system: overhauled—inventory auto consumption; scaled accuracy; enforced lot code integrityo Automated production consumption reporting; enabled EDI—inbound customer POs/post-production inventory o Facilitated new reporting capabilities—inventory position/material requirements; customized reporting: better decisions

Acworth, Ga, Us

• Assessed/turned around/grew family organization for sale; operated e-commerce fulfillment for Estee Lauder and L’Orealo Received daily electronic orders from manufacturer: promotional/specialty kits—orders had unique material builds: o Assessed needed line/personnel/system adjustment by commodity/size/assortment/packaging/personalization/decoration - Required production speed to meet orders; required shipping to distribution centers, direct to retailers/consumerso Provided visibility within a complete order management system, real-time inventory visibility, order status and tracking

Washington, Dc, Us

• Executive contractor—assessed/developed integration plan for two companies to form a NEWCO:o Transportation brokerage—NJ entity value-add warehouse/cross docking: pool consolidation/distribution to Walmart o Identified critical services/functions/strategy/skills/structure/market approach/sequence integration/investments, etc. o Interviewed leadership/staff; forecasted key positions; researched/recommended ERP/accounting system to scale growth o Established timeline: communication/NEWCO rollout/systems implementation; HR explanation—NJ healthcare plan - Implemented metrics/monitoring to ensure completion; set in place: delay alerts/burn rate reconciliation

Miami, Fl, Us

• Spearheaded private equity-backed cold chain 3PL to assess/turn around/divest; grew Walmart business to attract clients o Reduced Walmart presence from 40%+ to less than 20% of portfolio; developed strategy—leveraged Marketing team: o Generated exposure; developed website/quality-service videos; publish articles—periodicals/speaking engagements - Drove 75.3% growth in YoY revenue; improved operating income by 37.0%; onboarded 12+ clients - Invested in signage; facilitated operating appearance/5S standards; created showcase facility for employees, etc.• Led technology integration with South America growers/wholesalers/destination food chains—managed order process:o Provided real-time visibility—alerts cited exceptions that jeopardized fulfillment; customs processing/timelineso Coordinated packaging requirements/quantity/delivery timing; multi-temp capabilities of building/fumigation o Facilitated package size adjustments to plan/deliver products in excellent condition/~10-day shelf life over competitors o Enabled stores to determine commodity packaging in various sizes; example: leveraged communication technology- Used high-speed packaging systems to process 1000’s of items within order a day before delivery; palletized orders

Miami, Fl, Us

• Prioritized HR/marketing/finance/operations/IT/sales/warehousing/transportation; operated as a "skunk works" entityo Rationalized strategy/financials/capabilities vs. size; curtailed services not sufficiently contributing to performance o Executed $5MM+ in labor/management/asset rationalization—re-invested savings into personnel- Scaled management bandwidth—assessed skills; determined trainable/personnel and who were no longer necessary o Upgraded management/supervisory talent with lease-labor management experience/engineering/system savvy/qualityo Leverage 5S and Six Sigma to maximize productivity/efficiency, driving headcount/overhead reductions- Reduced: operating costs by 62.3%; reduced size of facility—increased inventory velocity/disposed of unused assets• Contracted quality consultant/GM/head of food safety; introduced 5S program to improve quality/consistency:o Scaled retention/skills—cross trained on: warehouse processes/new, high speed, multi-functional packaging systems o Worked with labor leasing firms to compensate best; ensured low turnover—reduced to less than 12%/quality execution• Facilitated sale: industrial park to became key enabler—generating capital for other projects: Brightline/Liquid Natural Gas o Learned that Walmart moved/changed to another provider; assembled teams to develop options/financial modelso Provided ownership with options to continue/divest; decided to divest; retained specialist in sale/acquisitiono Identified buyers; developed business pitch/data room for suitors to facilitate sale of industrial park to Morgan Stanley o Divested to long-term family-owned perishables, importer/processing organization; transferred assets:- Building/equipment/state-of-the-art fumigation systems/etc.; all personnel were offered employment if desired

Oo

• Operated 7 Customer Replenishment Centers (CRN); inventoried P&G products (household/health/beauty) o Built orders for end stores: CVS, Walgreens, Target, Walmart, etc.; delivered to retail on custom order/desired scheduleo Improved eCommerce productivity by investing in Just-in-time (JIT) inventory system to facilitate real-time visibility: - Streamlined visibility of order placement/postponement, and retail store service within 24-hour or less windowso Received, picked, kitted/palletized orders daily; directed loads to stores; facilities had 800+ loads/day outboundo Facilitated receipt/management of enormous amount of product; utilized Tier 1 WMS system—P&G/DBS ERP- Leveraged robotic put-away/pick to light/voice pick/layer pick; ensured inventory accuracy/productivity standards• Evaluated multi-national/Air-Ocean organizations as growth targets; coordinated business development on target clients o Restructured decentralized-IT into singular-focused team with accountable strategy/focus/measurements/budget o Improved service execution—engineering/solutions/program management under 1 leader: reduced annual cost—$1MM - Facilitated learning—engineering/solutions talent; career planning—provided team vision: responsibility/flexibilityo Tasked team to designate target accounts; ensured reserve build-up; reduced poor performance potential in start-ups - Achieved CAGR of 24.9%, CAGR EBIT up 26.5%, 1.5% revenue in 2009 to 4.5% by EOY 2015 - Increased operating revenue from $100MM to $600MM+; scaled employee base from 1,000 to 8,000+

Oo

• Acted as key partner in Proctor & Gamble—largest supply chain reorganization in 75yrs: Customer Response Networko Envisioned product lines in mega distribution centers located based on population demographics of US consumers: - 7 Facilities—ranged from 1.4MM - 2MM+ sq/ft; handle all products with direct-to-customer DC's/retail locationso Synchronized leadership/strategy to capture business; cultivated relationships—global supply chain/procurement - Visited P&G facility operated in Amiens, France—quarterly review; developed relationships with key executives o Suggested strategy-focused summit; convened with key members; developed immediate/near/long-term projects o Leveraged summit to establish trust/facilitate partnership—defined point in winning CRN business o Met at DB headquarters in Berlin; made custom CRN video for executive team in pitch to win CRN award- DBS awarded 5 of 7 locations, ~$120MM+ in annual revenue when fully operational - 5 locations went live in phases between 2014-2015; largest single contract logistics win in DBS history to date

Warren, Mi, Us

Master Of Business Administration - Mba, Management

Bachelor Of Arts - Ba, Humanites