A PE portfolio company focused on the operation and maintenance of critical municipal and industrial infrastructure, including water treatment, wastewater treatment, renewable natural gas plants, and public works.• Develop and implement a Value Creation Plan (VCP) in partnership with the CEO, CFO, and PE firm to maximize enterprise value. Integrated 4 acquired companies to create a new Automation & Intelligence (A&I) division, which delivered in revenue in year one and is projected to reach in year three via 50/50 organic and inorganic growth.• Developed and commercialized a differentiated, SaaS machine learning platform for water and wastewater treatment utilities that increases sustainability, improves compliance, and reduces chemical and energy spend by • Following the integration of 4 acquisitions, deployed a scalable NetSuite ERP platform to harmonize processes and maximize synergies during the planned integration of 3 additional companies in 2024 and each subsequent year.• Lead growth Public-Private Partnership (P3) efforts with top funds, engineers, and contractors in the infrastructure space.

• Developed and executed growth strategies to achieve revenue and pricing quality targets, and expanded revenue • Created and implemented a comprehensive customer retention program that reduced client attrition by in 2022. Integrated Sales and Operations teams, mapped customer relationships, conducted quarterly business reviews, solidified account relationships through community investment, and executed proactive renewal efforts. • Increased the annual contract value and built a pipeline of high-margin and high-probability prospects; by Q1 2023, the program successfully generated more revenue than all of FY 2022. Developed an infrastructure fund pull-through sales program that secured in proposals.

A privately held clean technology start-up, CLEARAS cleans municipal wastewater, cleans the air of greenhouse gases, and creates earth-friendly products that recover finite natural resources using plant-based media.• Built out the organization and developed critical processes to successfully scale from initial pilot sites to full production. Generated and sustained positive EBITDA for the first time in the 12-year history of the company by reducing overhead, streamlining the organizational framework, and restructuring existing contracts. Managed 6 direct reports, 22 indirect team members, and an annual P&L responsibility • Repositioned the company from wastewater treatment solutions to a circular economy, ESG company with new branding, messaging, sales and marketing collateral, website, and a consistent online presence across channels. • Initiated conversations to attract potential institutional investments and achieved alignment with a majority of investors and debt partners on potential exits, in the face of a complex and deeply divided capital table. • Strengthened recurring revenue streams with 20-year municipal contracts to raise capital using a 20-year discounted cash flow (DCF) model and achieved a increase in the value of the enterprise. Identified end markets for algae generated during waste treatment, which lowered costs and improved margins on future deals.• Built a scalable operations model using Supervisory Control and Data Acquisition (SCADA) remote monitoring technology. Outsourced non-core manufacturing and installation functions to substantially decrease operational delivery complexity, mitigate risk, and deliver a reduction in costs.

A wholly owned management consulting firm developed to identify potential investment opportunities in multiple industries, with a focus on small, local businesses that would benefit from deep private equity expertise.• Led client engagements that helped small businesses achieve near and long-term goals and maximize enterprise value, leveraging a proven strategic planning methodology developed throughout my private equity career.• Lowered the risk profile of clients and prospects in an insurance brokerage, which helped the client secure lower rates through common carriers and the “captive insurance” market and deliver a increase in new business. • Built a comprehensive two-year exit strategy for a parts manufacturer, including financial clean-up, improved operational controls and reporting, EBITDA enhancement strategies, and potential acquisition targets.

A capital equipment manufacturer of industrial equipment used for municipal wastewater, food & beverage, and oil & gas, owned by Windjammer Capital until the sale to Sulzer (OTCMKTS: SULZF) in January 2018.• Integrated JWC’s international manufacturing operation into Sulzer, the new parent company. Maintained full P&L responsibility and achieved aggressive growth in bookings, revenue, and EBITDA. Led the company to record EBITDA performance in 2018. Managed a team of 8 direct reports located in the US, China, UK, and Canada.• Led the acquisition of a UK-based screening technology company, Additionally, the acquisition created a springboard for Sulzer’s Direct Sales teams to access new international markets throughout Europe and Asia. • Integrated specific elements of the JWC business into Sulzer’s more efficient cost structure to achieve domestic growth targets. Merged direct sales teams outside of North America, financial reporting, and IT infrastructure to cut costs by • Developed and launched a new industrial product to access adjacent markets and exceeded first-year sales targets. Led a rigorous R&D stage-gate process, which leveraged essential Voice of the Customer (VoC) findings. • Created a President’s roundtable to advance diversity and inclusion efforts, established the Women of Water (WOW) community, and played a significant role in driving transparency and employee engagement.

• Developed and executed growth strategies to achieve pricing quality objectives and a revenue target of. Reenergized underperforming global markets by hiring local salespeople equipped with market-specific sales plans in full alignment with identified trends. Achieved record year-over-year bookings for 4 out of 5 years, reduced sales expenses by and successfully positioned the organization for a sale to an international conglomerate.• Led multi-channel sales teams, encompassing and 90+ channel partners located across the United States, Canada, the United Kingdom, China, Singapore, Jordan, and Mexico.• Created a new industrial business division and expanded revenue from zero. Utilized the existing municipal product line for the initiative, which mitigated risk by reducing exposure to municipal market cycles.• Rebuilt the international channel strategy to drive profitable offshore growth. Collaborated with channel partners to achieve targets and set a core focus on performance standards, communication, and accountability.

• Stabilized the company through a sourcing-customer contracting strategy, increased accountability for performance metrics, refocused on national accounts, and successfully grew revenue by 44.3% in 2010 and 40.8% in 2011.

• Expanded market penetration and profitability across direct, government (GSA, Municipal), and dealer channels, captured new international and D2C customers, and reorganized the sales structure to capture $2.5M in annual savings.

• Formed the $50M million enterprise out of 6 autonomous plants across the US and Canada. Assumed complete P&L responsibility, restructured and optimized operations, and grew pro forma EBITDA from 2.3% to 9.7% in one year.

• Led 25 direct reports and over 460 employees, covering every revenue opportunity across a $3B region. Grew revenues and pricing quality by 5.7% (2.9% price; 2.8% volume) in 2005 and 4.0% (3.8% price; 0.2% volume) in 2006.