Mergers & Acquisitions, Business Transformation, Board Membership, Advisory and Co-Investment* Advisor — Top 10 International Private Equity Firms (acquisition target, leadership, and industry evaluations)Advised $5.3B+ Successfully Closed Deals

Dolanski led Boeing’s U.S. Government Services business delivering a 14% CAGR over five years (margin accretive). Government Services is the largest performance-based logistics contractor for the U.S. Department of Defense and an industry leader in providing sustainment solutions for Boeing and non-Boeing platforms. Dolanski is responsible for the profit and loss, coordinated selling, sales generation and marketing activities of Government Services to the customer. His organization delivers effective program management of platform sustainment activities, lifecycle support solutions and other integrated services offerings for the full range of U.S. government customers via 800+ active programs of record . With an emphasis on mission readiness and continuous program improvement, Dolanski fosters close partnerships with U.S. government services and agencies to achieve shared success.

Dolanski led the $10B Global Services and Support business, then a division of Boeing Defense, Space and Security and the precursor to today’s Government Services business. Like today’s Global Services offerings, the organization provided support that begins at product inception and continues until retirement from service. As its President, Dolanski led a team of more than 13,000 employees (including 8,000 engineers) in 295 locations around the world including operations in Australia, Saudi Arabia and the United Kingdom.

Dolanski was responsible for all aspects of this $4.4B wholly owned subsidiary of The Boeing Company, which today operates as a core component of the Boeing Global Services Supply Chain capability. Aviall provides OEM agnostic sales, supply chain, distribution and maintenance, repair and overhaul (MRO) throughout the aviation and defense industry. Aviall has optimized business processes, systems and infrastructure to create an unparalleled competitive advantage for the OEMs represented (5,000+), shareholders and customers. Dolanski’s hand-selected leadership team delivered industry-leading revenue and accretive margin growth, significant working capital efficiency improvements and restored balance sheet resilience. Primary contributors to this performance were the successful implementation of a complete SAP Enterprise Resource Planning suite, overhead restructuring including healthcare programs and pension liability and the formation of strategic partnerships within core and adjacent industries.

Dolanski oversaw Sales, Operations and Information Technology for this subsidiary of The Boeing Company, which provides OEM agnostic sales, supply chain, distribution and maintenance, repair and overhaul (MRO) throughout the aviation and defense industry. During his tenure, he expanded the international sales organization into new markets in Asia/Pacific, the Middle East, Russia and South America. He also launched a very successful defense-focused business segment capturing FAR15 and FAR12 opportunities. Operational improvements under his leadership included successful implementation of a Key Performance Indicator methodology resulting in consecutive-year double-digit productivity and working capital improvements, and the launch of an Enterprise Resource Planning system replacement study, which was followed by selection and successful implementation.

Dolanski was recruited and assumed responsibility for all operational aspects of what was at the time a $1.6B subsidiary of The Boeing Company. He assembled and launched a Lean Process Improvement team that delivered significant business results. He also oversaw a Safety First strategy and corporate synergy initiative to better align Aviall with its parent company Boeing. Dolanski restructured the supply chain organization and leadership with a focus on adopting Inter / Intra Industry best practices in working capital efficiency while delivering record supply chain product availability and inventory turn performance.

Upon completion of the Aircraft Division turnaround (divestiture announced in June 2006), asked by Raytheon executive leadership to remain with Raytheon, received restricted stock grant and given choice of business opportunity. Selected launch / leadership of a Mission Support and Cyber Engagement business reporting to the President of the $3.8B Network Centric Systems Division.

Reporting to the President of this $2.7 billion manufacturer of Beechcraft and Hawker aircraft, joined a hand selected team focused upon the financial turnaround and divestiture of the aircraft division. Responsibility included full P&L for the $800M Aftermarket Businesses (RAPID Parts & RAS MRO) and all aspects of Customer Support for the Hawker and Beechcraft fleet - 37,000 aircraft. (1,600 employees -- Global Customer Support, Field Engineering, Third Party Logistics, Technical Publications and Customer Relations).

Asked to rejoin MagneTek President at Raytheon’s $1.3 billion Aircraft Integration Systems Division (E-Systems) where 8,500 employees specialize in Signal, Communication / Electronic Intelligence systems and aircraft platforms for the United States Department of Defense and other allied countries. New leadership’s primary objective was to return the division to positive cash flow/profitability and divest the division. Divestiture complete in October 2001

Selected by CEO’s Staff to lead the design and implementation of a global Supply Chain Strategy for this $1.3 billion international electrical equipment manufacturer. Responsible for supply chain operations within eight manufacturing facilities and thirteen distribution centers in the US, Mexico and Europe. Assembled a diverse / cross-industry team of supply chain/logistics professionals and implemented advanced flow, storage and supply chain performance tracking processes. Company divested in January 2000

Recruited to assume responsibility for 13 International Distribution and Transportation Operations and lead an operational restructuring initiative. Partnering with Ernst and Young LLC, a current state analysis was performed and industry best practices identified. Organizational leadership restructured and employee productivity programs implemented resulting in a 33% increase in productivity and a 12% transportation expense reduction with record on-time delivery.

Promoted by Senior Vice President onto Corporate Logistics Team leading the aggressive expansion within import, export, grocery, returns and wal-mart.com operations. Team designed, constructed and was responsible for the operational startup of 19 distribution facilities during this time frame including company and 3PL operated.

Responsible for Data Center Operations and second shift warehouse operations.

Specialized in Voice Recognition, RFID and RF Communications.

Responsible for all Logistics Procedure & Process Analysis and Documentation.