Purafil is the leading global provider of molecular or Gas-phase air filtration. Responsible for sales globally in 52 countries.Reputation for high-quality, customizable solutions. Sold into Industrial, NASA, Commercial, Cleanrooms, Semiconductor, Healthcare, Museums, Gas Turbines, Airports, Education, Hospitals, Data centers.

A leading supplier of specialty facility maintenance, repair and operations (MRO) products to multi-family, hospitality, commercial, healthcare and government facilities. Charged with developing the roadmap, metrics, and accountability needed to triple the business in five years.* Implemented daily, weekly, monthly activity management to drive 136% improvement in new accounts in seven months* Improved gross margins 20% through price and mix management* Increased inside sales productivity 75%* Lead a 100-location customer to increase productivity while reducing sku count 82%* Developed a GCR (guaranteed cost reduction) initiative to save 1,700-location customer over $6 million* Implemented comprehensive change in recruiting and onboarding an expanded sales team resulting in 300% retention improvement* Closed two underperforming divisions* Implemented CRM in a new business development call center resulting in a 50% improvement in productivity

A full-line manufacturer of air-filtration products from premium MERV 6 fiberglass filters to MERV 14 commercial-grade rigid box and bag filters for facility maintenance. Known nationally as the leader in manufacturing and distributing custom and odd-sized filters. Recruited to improve and scale operations while implementing Lean Sigma and growing sales.* Improved gross margin 20%* Top-grade operational headcount and eliminated second shift while improving productivity 47%* Eliminated 500 sku’s from inventory* Began the implementation of lean sigma* Led enhancements to a profitable liquidity event

*Increased organic revenue 32% in 2010, 41% in 2011, and drove 20% growth in equipment YTD-2012 *Developed commercial vision and roadmap for this $370 million business *Grew sales in OEM 63%, Industrial 18% and HVAC/R 190% *Drove successful mix shift to most profitable products *Championed SAP implementation on time and below budget *Restructured organization while implementing robust selling process HPG 2.0 *Established succession planning and performance-based compensation systems *Keynote speaker at SAP conferences on effective product implementation

*Increased organic revenue 190% from $60 million to $175 million*Developed plan for revenues of $500 million in five years for market-leading steel fabrications company*Focused on the transportation, industrial, agriculture, construction and military markets*Closed $100 million dollar order beginning in 2007*Reduced recordable injuries from 68 in 2006 to 13 in 2007*Delivered 20% sales growth in 2006*Drove 67% improvement in cost of quality in 2006*Led 85% reduction in past due performance in 2006*Championed Lean Sigma into the organization*Held Kaizen events every ten days

*Increased revenue from $130 million to $220 million in 20 months*Developed roadmap for market-leading communications company to achieve revenues of $1 billion in five years*Led acquisitions of $21 million Brookstone Telecom and $40 million Flash Technologies*Established three key platforms for growth: broadcast, signal processing, and services*Drove 140% cash flow conversion*Received Chairman’s Award for operational excellence in 2003*Generated +27% EVA increase*Reduced book-to-bill time by 30%*Completed due diligence on $800 million of potential acquisitions*Delivered 26% organic sales growth and record EBIT growth in 2002

*Responsible for all non- U.S. operations and two domestic divisions*Managed $1.1 billion in revenue; increased international revenue from $400 million to $800 million in three years*Increased international sales 30% with 55% EBIT growth in 1999*Grew EBIT by 47% in the $280 million Canadian operation in 1999 *Improved $115 million Steel Structures Division's EBIT by 233% on revenue increase of 3% in flat market; consolidated #1 market share position in U.S.*Grew sales 6% and EBIT 24% for the U.S.-based $117 million Industrial Heaters Division in 1999*Led the $160 million Kaufel Emergency Lighting acquisition; exceeded the sales plan by 3% with EBIT exceeding budget by $7.1 million or more than 44% within one year of integrationPRESIDENT - UTILITY GROUP (1997-1998) *Led $500 million utility, telecom, steel structures and industrial heater businesses*Delivered 12% utility sales growth (vs. 4% market growth); grew EBIT by +20%*Relocated MPD manufacturing platform to Mexico to reduce costs by 8% while maintaining #1 market share positionPRESIDENT - UTILITY DIVISION (1995-1997) *Managed $311 million utility business; selected to focus and position the division for global growth*Grew division revenue from $150 million to $311 million*Delivered 54% sales growth while growing EBITA 148%*Effectively led the $212 million Amerace acquisition from due diligence to integration

*Selected to managed 5,000 employees and $160 million in revenue*Successfully integrated five market-leading divisions (Federal Pacific, Merlin Gerin, Square D Company, Telemecanique, and Versamex) into one group, maintaining market leadership*Achieved record shipments of $152 million and record profits of $17.2 million in 1999 (+22% over 1991 record)*Optimized manufacturing from eight to three plants and commissioned a new plant in Monterrey*Annual variable cost productivity gains in excess of $3.5 million*Closed 50% of field offices (15) while protecting share and introducing 20 product familiesPRESIDENT- SQUARE D COMPANY- MEXICO (Mexico City, Mexico 1991-1992)(Schneider Electric acquired Square D Company in 1991)*Re-engineered $92 million business with 1,570 people in Mexico, Central America, and Ecuador*Reduced base costs by $5.2 million versus plan; reduced headcount by 275*Implemented a new marketing organization; introduced 15 new product families*Overhauled distribution channel strategy and maintained #1 market shareMANAGING DIRECTOR- SQUARE D COMPANY- ASIA PACIFIC (Singapore, 1990-1991)*Drove rapid growth of $68 million Asian operation*Achieved 110% of planned shipments; 139% of planned net income*Developed successful licensee operations in Hong Kong, Taiwan, Singapore, and Malaysia, supplying local Nema standard products*Effectively managed the 50% increase of the $8 million Thai operation*Established regional headquarters for Asia Pacific, providing improved response and profitsMANAGING DIRECTOR- SQUARED D COMPANY- AUSTRALIA (Melbourne, Australia 1989-1990)*Turned around $13 million business in Australia and New Zealand*Rationalized product lines, reduced costs, and focused sales and operations, which drove business from a $2 million loss to a profitable position in one year

*Last position: Director Sales & Marketing of Mexican operation*Six promotions in 11 years. *Established greenfield operations in Brazil and Mexico