CORPORATE PROFILE: Holding Company with multiple operating companies dedicated to the advancement and delivery of use of force and tactical instruction. Core businesses include (1) advanced weapons and tactics training for military/special operations, law enforcement/SWAT, and security personnel, and (2) the provision of global protection specialists, secure travel solutions and security management services to corporations, senior executives, and select individuals/families. RESPONSIBILITY PROFILE: Responsible for bolstering enterprise vision, culture, strategy and operational execution by implementing scalable management systems that create organizational alignment, accountability and accelerate growth. SCOPE OF RESPONSIBILITY: PFC Group of Companies is an industry leader with a strong culture and extraordinary growth prospects. Recruited from outside the industry by the Founder to assess and fortify company strategy, implement a more sophisticated enterprise management system, and prepare the enterprise for continued/accelerated growth.

YPO is a global leadership organization of chief executives driven by the shared belief that the world needs leaders who are inspired to make a difference in the lives, businesses and the world they impact.

CORPORATE PROFILE: A Private Equity Backed $600M Operating Company with 6,000 employees. RESPONSIBILITY PROFILE: I report to the Chairman, Founder, and CEO, and am responsible for optimizing the operating company's supply chain strategy and developing the business case to create a new company to target an underserved, national market segment.SCOPE OF RESPONSIBILITY AND ACHIEVEMENT: The operating company expanded rapidly through acquisition (70 sites) and its supply chain strategy required further optimization to reflect its new scale and desired sophistication. I was recruited from outside the industry by the Chairman, Founder, and CEO to optimize the operating company's supply chain strategy and develop the business case to create a new company offering an optimized procurement platform to thousands of non-owned/non-managed assets throughout the U.S. Confirmed total addressable market and competitive landscape, built comprehensive business plan, finalized legal structure and operating agreements, architected value proposition, and developed go-to-market strategy.

CORPORATE PROFILE: A $250M Alternative Finance Company with 500 employees. RESPONSIBILITY PROFILE: I reported to the Board Chairman with a $100M OPEX and 9 direct reports. I was responsible for assessing the culture, strategy, and leadership team, reorganizing management processes and systems, modernizing & professionalizing the company, and investing in innovative technology and growth strategies. I routinely represented the publicly traded company to shareholders and analysts during quarterly earnings calls and annual shareholder meetings.SCOPE OF RESPONSIBILITY & ACHIEVEMENT: The multi-site, national business was the industry's number two player but struggled to digest current business volumes and lacked the management sophistication and scalable systems to capitalize on growth prospects. I was recruited from outside the industry by the Board Chairman to make cultural and executive changes, assess company strategy, implement a more sophisticated management system, and scale the business. Within 90 days, I codified organizational purpose, fortified leadership alignment and accountability, and implemented a scalable management system that fueled perpetual growth and operational improvements. Within 3 years: 2X B2B clients, 3X sales, nearly 3X revenue, and 5X EBITDA.ACHIEVED IN THIS ROLECULTURAL TRANSFORMATION / PURPOSE-DRIVEN LEADERSHIP / SCALING BUSINESS• I was tasked by the Board with transforming the business. I assessed that future growth would require the company to transform into a more sophisticated, data-driven, and predictable business. I codified organizational purpose, integrated core values into everyday work, and replaced leaders unwilling to change. Then, reoriented the organization around tightly aligned business objectives with real-time KPIs.

ACHIEVEMENTS CONTINUEDWithin 18 months, built a business culture of excellence, united by a clear purpose and capable of repeatedly generating YOY record-setting performance – at scale.EBITDA / TOP-LINE GROWTH / INNOVATIVE TECHNOLOGIES• I was charged by the Board to improve current and future operating performance by exploring and adopting innovative technologies. Discerned that the fragmented and process-driven industry was highly susceptible to disruption by innovative technologies, such as Artificial Intelligence (AI) and Machine Learning. I led the decision to invest in AI to automate key business processes and over the next three years, these implemented technologies were significant contributors to operating margins that more than doubled.REVENUE / SALES CAPTURE STRATEGY / MARKET CAP EXPANSION• I was recruited by the Board Chairman to evaluate all market segments and maximize revenue. I identified the Large Customer segment as highly desirable but under-penetrated due to an undifferentiated value proposition. Then, I created an enterprise-wide, multi-disciplinary task force to streamline multiple service lines into a single, highly differentiated value proposition that more effectively addressed the unique needs of the targeted segment. Within 18 months, these efforts significantly grew segment customers, contributing to annual revenue growth of 83% and EBITDA growth of 121%.PRODUCT OPTIMIZATION / DISRUPTIVE STRATEGY• Recognized that continued innovation and earnings growth required the organization to pivot from a software engineer-led development model to a more customer-centric, product-led development model. I recruited a Chief Product Officer (new position) and established a product-technology dyad leadership model over 5 highly innovative product teams capable of rethinking the company’s internal systems, client-facing B2B portal, and technology stack.

ACHIEVEMENTS CONTINUEDWithin 18 months, these teams redesigned the company’s B2B client portal while leveraging AI investments to decrease client transaction processing time, which, at full implementation, significantly decreased headcount expense, expanded operating margins, and increased client delight.ELT ASSESSMENT & RECRUITING / LEADERSHIP SUCCESSION• Discerned that the leadership team lacked optimal alignment around a common purpose, clear leadership framework, or scalable management systems. I engaged an outside firm to assess every ELT member's culture and competency fit, including comparable data across key leadership dimensions. Retained viable leaders, redeployed or exited underperforming leaders, and recruited top talent for critical roles, including Chief Product Officer, Chief Operating Officer, Chief Technology Officer, and EVP of Sales. Over two years, more than half of the ELT was restructured, which accelerated revenue growth, optimized operating efficiencies, and produced the industry's best performance metrics in client growth and profitability.

CORPORATE PROFILE: A $50M Healthcare Technology, Products and Services Procurement Firm with 50 employees. RESPONSIBILITY PROFILE: Reporting to the Board Chairman with 50 employees and 8 direct reports. B2B Platform Network transacting $1-2B annually between buyers (11 healthcare systems in 4 states) and hundreds of sellers of medical technology, products and services within medtech, capital equipment, surgical/clinical, information technology, pharmacy, purchased services, revenue cycle management, group insurance and supply chain management. Full P&L responsibility and focused on growth. ACHIEVED IN THIS ROLEINDUSTRY DISRUPTOR / DISRUPTIVE STRATEGY• I was tasked by the Board to build the company from concept to industry disruptor. Architected an innovative B2B business model that achieved an unparalleled level of product/service consensus among its Network buyers, which included hundreds of physicians, clinicians, business operators and supply chain leaders. Achieved the healthcare industry’s best aggregated contracting results, resulting in $300M+ for Network participants and a sustainable 40% operating margin for the company. A first-of-its-kind B2B Platform Network model that became an industry standard.DIVERSIFIED VALUE CREATION / PRODUCT OPTIMIZATION• As the Platform Network business model matured, demand compelled the company to expand the scope to include revenue cycle management services, a $3B net patient revenue market. Over three years, Network Buyers achieved $33M, eventually growing to $30M annually.

CORPORATE PROFILE: A $60M Healthcare Technology, Products and Services Procurement Firm with 60 employees.RESPONSIBILITY PROFILE: I reported to the Board Chairman with a $20M OPEX, 60 employees and 8 direct reports. B2B Platform Network connecting buyers (21 healthcare systems) and sellers of healthcare technology, products and services within medtech, telecom, energy, purchased services, logistics and group insurance. I was responsible for leading the company through unprecedented industry disruption (Affordable Care Act) while unwinding a core 20-year strategic partnership, deploying a multi-year revenue growth strategy, and distributing $20M+ to shareholders. SCOPE OF RESPONSIBILITY & ACHIEVEMENT: Mounting pressure and the disruptions associated with implementing the ACA required the company to make substantial strategic pivots. I developed forward-looking strategic plans for each service line and championed the Board’s decision to create 2 separate companies, one of which was TPC (noted above), and dissolve the parent organization. During 5 years as CEO, the following business objectives were achieved: ACHIEVED IN THIS ROLEBUSINESS TRANSFORMATION / KPI IMPROVEMENT / LEADERSHIP SUCCESSION• I was tasked by the Board to assess the legacy leadership team and improve the company’s KPIs. Within 2 years, restructured half of the leadership team, expanded customer base by 24%, increased EBITDA by 87%, improved cash position by 116%, and grew operating margin from 24% to 46%.REVENUE DIVERSIFICATION & GROWTH / DISRUPTIVE STRATEGY• I identified an opportunity to diversify company revenue by expanding an internally incubated insurance business model. Over 3 years, grew the business nationally via a creative partnership model across 30 states, which increased service line revenue by 673%. This model ultimately stretched from coast to coast and became an industry best practice.

ACHIEVEMENTS CONTINUEDCUSTOMER SATISFACTION / STRATEGIC PLANNING• The company tracked customer satisfaction data but lacked a systematic approach to act upon it. I interviewed customers to identify the most highly desired services and prioritized actions based on a data-driven analysis of implementation difficulty vs. tangible value created. I led the team to develop actionable strategies to implement the most valuable services and within two years, average customer satisfaction (as measured by an external firm) increased from 7.9 to 9.0.

RESPONSIBILITY PROFILE: I reported to the CEO with 25 employees and 5 direct reports. I was responsible for B2B business development, P&L management, and all revenue-producing businesses, subsidiaries, and initiatives.

RESPONSIBILITY PROFILE: I reported to the SVP with 3 direct reports. I was responsible for business development and contract acquisition. I was recruited by the CEO as part of a multi-year succession plan to take over the SVP role.

Recruited to oversee VHA Inc's majority ownership in HBSI (now Thompson Reuters, NYSE: TRI), a Bellevue-based analytics company specializing in hospital operational, financial, and clinical benchmarking.

Recruited to develop and launch a new product that redeployed the company's existing data assets (harvested from 2,000 hospital customers) into a Market Intelligence Report for capital equipment, information technology and medical device manufacturers. Upon successful product launch, subsequently promoted to lead all company business in the northeast market, including New York, Boston and Chicago."Best job I ever had."