Superior has 90 years of building trusted relationships within the financial banking industry. We work directly with bankers and commercial clients through check printing, hardware fulfillment, supply distribution, and professional services. We are client focused, using innovative solutions to achieve our client’s goals. Responsible for sales development, developing bank relationships, growing our commercial sales B2B sales channel and managing sales operations. Tasked with managing company's East Coast Growth and Financial Transformation Projects. Member of the Executive Team.

Business advisory to middle market companies including growth strategy, marketing, B2B business development, talent assessment and operational optimization.

For over 40 years, DSA has specialized in the design, manufacturing of illuminated displays. Today, we continue to build upon our original foundation by offering innovative, energy-saving display solutions. DSA offers the latest in visual presentation technology. In addition, we also produce versatile custom products, including large-format kiosks, drive thru menu boards, digital directories and other creative graphic display solutions for indoor and outdoor use. Hired by private equity firm to evaluate growth opportunities and internal operations. Primary focus to develop growth plan with direct responsibility for the company’s business development and product development. Also evaluated and determined appropriate investment strategy for growth. • Evaluated growth opportunities and recommended product and marketing strategies to grow business• Developed growth plan for 2019 year and identified required human talent and operational resources• Addressed key manufacturing and quality processes to improve labor productivity and reduce costs• Developed sustainable workflow/QC business SOPs.• Analyzed the sub-utilization of the company’s ERP System resulting in activating key module functionality to increase productivity, improved inventory management and product costing systems.• Managed development and launch of new digital product offering, projected to represent 10% of 2019 revenue. Assignment completed

S.BRAVO SYSTEMS, Inc. is a leading manufacturer of premier, secondary containment systems (containment sumps, replacement parts and accessories) for the petroleum industry. S. BRAVO SYSTEMS is a Made In USA, accredited manufacturer who does business in the USA, Europe.Responsible for creating a sustainable infrastructure to meet future sales demand. Managed daily operations of company and built a senior management team to establish an infrastructure for growth and market expansion. Provided visionary leadership necessary to ensure that the company had the proper sales strategies, operational controls, administrative and reporting procedures, people and financial systems in place to effectively grow the organization. • Sales Growth - $15M to $21M in a 2-year period by launching a marketing and sales plan while providing internal sales operational support and tools to nationwide sales organization. • Implemented social media strategy to improve Bravo visibility• Managed development and launch of new product innovation with Engineering/R&D Department• Operational Efficiencies - Implemented sales and operational initiatives which increased productivity and quality• Designed and implemented custom order management system, “BravoNet”, to increase manufacturing output by 22%• Provided executive oversight as “Champion” to the Six Sigma project• Restructured and hired new managers to execute operational strategies that allowed company to grow 40% in 2 years

American Medical Business Solutions, LLC provided business strategies to entrepreneurial start up companies. AMBS partnered with companies to provide products and services to companies in the healthcare industry.Entrepreneurial operating executive responsible for establishing start-up business operations and sales• Provided growth strategies to launch 5 new businesses for start- up companies, driving over $5M in sales• Established financial and operational systems / workflows to manage start-up companies• Accomplished first year profitability and positive cash flow in all start-up companiesSold and transitioned businesses effective January 2016.

Brought in to professionalize and grow the operations during a leadership transition. Assumed Full P&L responsibility for the Southern California Division ($37M Revenue, 98,000 Sq. D.C., 84 employees): Sales, Marketing, Customer Service, Warehouse Operations, Transportation and Business Operations – 7 direct reports.• Increased sales from $18M to $37M (205%) in a 4-year period by hiring 15 industry sales representatives• Implemented sales and operational plan which increased bottom-line profit by 228% over a 3-years period• Restructured, recruited and mentored 4 new managers to fill needed positions• Executed a multi-channel sales strategy with B2B E-commerce tools

$50M Printing Solutions CompanyGroup Vice President – Finance & Administration (2001- 2004)Brought in to provide executive leadership and advise owners on how to plan and implement the consolidation of production management/financial system. Managed Accounting, Payroll, IT, On-Line Sales and Service, Human Resources and Legal departments.• Increased profitability by 2% with the implementation of a centralized production/financial system• Reduced operating costs by $600K by managing budgets and production/financial planning• Built a B2B online business for a key corporate customer to customize and order “Kits” for distribution• Implemented internet technology to simplify customer interactions and order management Vice President, Administration (1997- 2001)Color Copy Printing, Inc. (Division of The Lahlouh Group - Annual sales of $35M)• Collaborated with key managers across multiple departments to realign staff resulting in highly efficient operating units• Assessed executive and senior management talent and provided training to increase bench strength• Provided executive coaching to owners and key managers• Project managed the implementation of an ERP system resulting in a 10% reduction in staff and increased productivity • Implemented companywide safety program that reduced workers compensation rates by 32%• Developed purchasing department guidelines that reduced G&A expenses by 10%

Business Services DivisionDirector of Sales Planning & Administration (1995 – 1997)Created and implemented sales strategy and structured field sales organization. Responsible for all sales communication & support for field sales organization: $1.2B sales with a staff of 5. Led the transition of 95 sales managers from 8 acquired companies to single national sales approach.• Developed sales tools and programs for 95 sales managers and 800 account executives.• Created a competitive sales advantage by designing and implementing customer ordering tools, retail store purchasing card program, sales training manuals & pricing programs.• Managed communication between retail and commercial divisions resulting in effective integration processes.Director Business Services – Acquisition (1994 – 1995)Integration Management – Recruited to corporate office to manage sales & administrative operations for the new Office Depot Business Services Division ($1.2B - 800 sales representatives). Launched and implemented in less than 12 months. Created a single nationwide sales infrastructure by leading a team of entrepreneurial owners.• Implemented centralized ordering system, created national marketing brochures and product catalogs.• Conducted sales training for 800 account executives across 8 acquired companies. General Manager/Vice President Sales, Eastman Office Products Phoenix, AZ (1994 – 1995)Full P&L responsibility for the Southwest District ($28M Revenue, 85,000 Sq. D.C, 150 employees) Sales, Customer Service, Warehouse Operations, Transportation, Accounting and HR; 8 direct reports Two locations – Phoenix and Tucson• Led and mentored management team in the creation of a strategic business plan.• Increased sales from $21M to $28M: 33% increase by hiring account executives and new business development.• Project managed the redesigned of the warehousing and operations facility which increased productivity by 30%.