Trice Construction (Trice) is a leading, privately owned, commercial concrete construction firm that services utility companies, general contractors, infrastructure contractors and public sector organizations. Trice is a certified minority, woman – owned business.

BENS believes that the defining strengths of the American private sector – ingenuity, innovation, and efficiency – should be applied to our nation’s security by working with government partners to develop creative, new approaches to deal with the challenges we face today.BENS members engage with government partners in a myriad of ways, including conversations with national security leaders; first-hand national and international experiences with key military and civilian personnel on the ground; work with government partners to impact policy solutions to selected national security challenges; and continuing influence by pressing for implementation of BENS policy solutions over the long-term.BENS remains united by a commitment to apply, thoughtfully, best business practices to find solutions to government’s most challenging problems.Member of the BENS Cyber & Tech Council, the Talent Management Taskforce, Global Power Competition CommitteeHave worked with multiple clients within DOD, DHS, and VA. Have focused on transformation management, change management, performance management systems, war for talent, diversity and retention plans, project management, strategic planning systems, and asset and risk management,

Serve in various leadership roles of a business case at the Leadership Challenge at the end of the first semester. Upon completion of student presentations, will judge their results and effectiveness of their presentations, mentor the first year GSB students in leadership of their teams, business leadership and board dynamics. The Leadership Challenge is the capstone leadership project that is the culmination of the many leadership programs and classes during the first semester.

A veteran owned and operated, federally chartered bank with a focus on educating its customers about the mortgage process and providing opportunity for home ownership. Chairman of the Audit Committee

West Point Association of Graduates (WPAOG) is the Alumni Association for the United States Military Academy (USMA). Its mission is to serve West Point and its graduates; its purpose is to further the ideals and promote the welfare of the USMA.Chairman of Finance Committee (2009 - Present)Member of the Compensation Committee (2017- Present)Chairman of Nominating Committee (2016)Member of Audit Committee (2010 - 2014)Ex officio member of Investment Committee (2009 - Present)Member of West Point Capital Campaign Cabinet (2010 - 2015)Chairman of Class Gift Committee (2006 - 2013)Member of Class Gift Committee (2014 - Present)Member of Class Executive Committee (2004 - Present)

In appreciation for their selfless service, the USO delivers comfort, care, and support to our troops and their families in the Illinois area touching 300,000 lives annually. Capitalizing upon 5 Centers, the USO provides a "home away from home" and a wide range programs to our troops and their families to include recreation, entertainment, and skills enhancement. Vice Chairman (2015 - 2016)Chairman of Finance Committee (2011 - Present)Member of the Executive Committee of the BOD (2011 - Present)Member of Nominating Committee (2013)Member of Operations Committee (2011 - Present)Member of Strategic Planning Committee. (2013 - Present)

Private equity firm with $190M in assets under management providing private equity, mezzanine financing, and recapitalizations to innovative small to mid cap firms.

Chicago Public Schools is the third largest school district in the United States.

The mission of the Pat Tillman Foundation is to invest in military veterans and their spouses through educational scholarships; building a diverse community of leaders committed to service to others.

Increased value of the family owned Tier 1 automotive parts manufacturer by 28 %. The $400 million business consisted of 13 plants in the U.S., China and Europe, and 2300 employees. Strengthened leadership team, designed and implemented new management controls and systems. Grew sales and profits by double digits and improved balance sheet productivity in a down market. Implemented operating systems with metrics, controls,reporting and planning systems, strengthening accountabilty throughout the organization. Member of German and Chinese subsidiaries' Boards of Directors.

Turned around, grew, and divested Exelon's non regulated businesses. Recruited by CEO to develop and execute a strategy to rationalize and grow Exelon's 11,000 employee, $2.3 billion portfolio of underperforming businesses. Businesses included two telecom businesses, a retail energy business, a $900m infrastructure company, a HVAC company, a district cooling business, and a $120 million VC business. Successfully implemented "triage" and turnaround programs across the businesses, followed with stabilization and growth programs. Completed more than a $70 million bottom line turnaround to profitabilty in the first year.Recommended and executed the divestment of almost the entire portfolio more through 28 transactions to generate more than $1 billion cash for the Exelon core businesses.

Led major turnaround and growth of industry leading $900m total solution utility and telecommunicatons infrastructure company.

Transformed ordinary companies into high performance companies'. Turned around and grew the $400 million industrial chemcals and the $300 million envelope business, and dramatically improved the performance of the $400 linen supply business. Led more than 135 plants/warehouses and 10,000 employees world-wide. Grew sales and successfully integrated more than 18 acquisitions and "tuck-in's". Achieved major productivity improvements through the implemention of Six Sigma across all companies. The companies were successfully recapitalized to capture the created value.

CEO designate. Transformed the $540 million, 100 plant, 1,800 employee, underperforming, public constructions materials company.Doubled the market value of the company in the first year. Increased sales, reengineered operatons, reduced costs, increased prices, settled strike, and realigned businesses. Integrated two acquisitions as part of an industry consolidation strategy. Public shareholders captured the major value creation when the company was unexpectedly acquired by the industry leader.

Turned around rapidly deteriorating operating results. Promoted as President to lead sales, manufacturing, and distribution of print products, e-commerce and print management outsourcing solutions. Moore Business Forms consisted of annual sales of $1.1B, 17 manufacturing plants, and 5,000 employees (including 1,000 in direct sales) throughout the U.S. Increased sales and grew market share for the first time in 10 years to improve operating profits by 80%; changed the business model to total solution print management outsourcing, doubling the outsourcing business. Built cross-functional cycle time “attack teams” to resolve long standing quality/performance/productivity issues. Dramatically improved the effectiveness and productivity of the $30 million R&D organization. Vice Chairman of the international forms industry association Board, IBFI.

Integrated and turned around domestic and international operations. Led the $500M, 5,000 employees, printing equipment and printing manufacturer, in addition to the 1000 person graphic supplies and digital printing equipment business. Improved cash flow by $35M, reduced inventories 46%, and improved customer service 15%. Divested unprofitable businesses, consolidated manufacturing operations, and implemented new channel strategies. Rationalized, turned around, and integrated $300M, 15 subsidiary international operations. Grew domestic sales, profits and cash flow during a “pre-packaged” Chapter 11. Worked with Alix Partners and for Apollo Management. Member of Boards of Directors for South Africa, Japan, United Kingdom, Germany, France, Finland, Belgium, The Netherlands, Belgium, and Switzerland. Director on the industry association Board, NPES.

Developed the corporate survival plan, reversed major negative cash flow, sales and profit deterioration across the $250M North America and Asia PBX manufacturer businesses. Formed a JV in China to produce lower cost equipment for the Chinese market and worldwide export. Member of Mexican JV company Board. Director of the industry association Board.

Counseled international industrial, manufacturing, logistics, and retail clients to develop revenue enhancement and profit improvement plans, global growth strategies, working capital management systems, strategic plans and strategic planning capabilities while translating the strategies into detail operating plans, effective organizational design, and mergers/acquisitions/divestitures.

Managed the logistics of the import and export of all US military cargo in and out of Europe by ship. Coordinated the use of rail, truck, and barge transport to move cargo inland. Dramatically shortened the operations turnaround time.