Managing Partner and Executive Consultant: Developing M&A opportunities with strategic partners, plus working with Non-Profits and Industrial businesses for vision, strategy, plans, and execution to drive growth and profitability.M&A Treated Air Movement Solutions: Private Equity retainment to provide target solutions for treated air solutions in energy recovery, active filtration, and EC fans to address the post pandemic market needs. Solutions total $55M in revenue with a EBIDTA potential of 15+%.Non-Profit: Led the analysis of need, selection, and deployment of POS solution to support a $1M non-profit. Solution selected is Cloud Based with terminals and handhelds supporting tap, dip, and swipe. Plus, a Supply Chain solution to address vendors, inventory, costs, menu with automated AP, costing, and pricing.

CIO /Transformation Leader: Recruited to lead and champion the transformation of the Lead to Cash processes through simplification and streamlining with deployment of modern technologies. Legacy impacts to business performance were minimized through process and technology deployments.• Reduced expenses by $700K+ for the three-year period. Developed DR, BC, and for legacy Servers (20+ years old) utilized for ERP to less than (4) hours. Plus, established the technology base and cyber security protocols to enable long-term growth and profitability.• Deployed cross-functional teams for Cloud Solutions of IP Telephone, CPQ, ERP, and HCM to move business into 21st century. CERs’ were authored and approved. For ERP EBIDTA target was $4.6M over (5) Years with deployment under budget. CPQ EBIDTA target was $10.8M EBIDTA over (5) Years, program paused due to resource priorities and COVID. • Enabled Fläkt Group expansion in North America via strategy, plans, and timing to achieve a 40+% productivity improvement through consolidation of competing Products into a single operating site allowing its Air Handling Products into an existing facility, leveraging physical and intellectual assets, while minimizing external cash flow. Plus, delivered a COVID response solution into the U.S. via a joint Manufacturing and Distribution Agreement for North America via Private Equity. Financial analysis demonstrated within five years a projected revenue North of $200 Million at over 20% EBITDA with $50M EBIDTA to Fläkt Group.

Managing Partner and Executive Consultant for a startup boutique management consulting firm generating $15M+ in revenue delivering M&A, transformation strategy, plans, and execution for business organizations, processes, and supporting technology for small / medium size businesses, the DoD. Operational and Financial Highlights. • Private Equity: Identified & led strategy & analysis for (4) M&A activities with $725M of Revenue and (7) sites in Air Handling Market. Provided operational and technology strategy to deliver maximum ROI and accelerate penetration into targeted markets. • BMC (Transformation Leader): Managed the transformation leadership in a cross-functional role with (7) corporate direct reports and an indirect team of (20+) over (14) sites for a $1.8B BMC component. Drove share reclamation for the NE region delivering over $50M in increased revenues and improved margins 8.0%. Delivered (2) private label programs for $12M in incremental revenue • Machinery & Controls (CEO Role): Rejuvenated a privately held automation and controls company with vision, strategy, plans, and led execution of reinvention of Sales, Finance, and Supply Chain increasing backlog by 50%, secured 15% margin improvement for product & services, and a 25% increase for aftermarket parts.• Air Movement (Partner -Transformation Leader): Led Industrial Fan business in reclamation of 25%+ lost market share through deployment of Indirect Sales Force. Exceeded 2010 Plan by 30% and increased margins 10%. • DoD (Transformation Leader): Led the support of the US Army via the Logistics Modernization Program (LMP) $1Billion Asset Management process (15 major value streams) with the SAP toolset (PS, FI/CO, SD, PP, APO, MM), saved over $200M in freight and excess purchases.

Senior Consultant and Equity Owner recruited to generate revenue ($5.5M) and drive transformation for business processes, organizations, technology and deliver a mature MOM technology to drive global competitiveness. Operational and Financial Highlights • • Aviation: Restructured the entire SAP external and internal supply chains, incorporated real-time quality performance post assembly feedback via work breakdown structure, internal sequencing within the stations, and establishing visual controls. Cycle time was reduced by 20% and internal quality was improved by 30%. Note the processes were applied across the (3) other Value Streams delivering greater OTD and improved costs.• Electronics: Led the analysis of operations with (8) internal and (4) consultants to attack the past due shipments, excessive premium freight costs, and premium labor cost. False signals in SAP required new policies, procedures, and configuration were created and deployed improving OTD by 40%, premium freight was reduced by $1.2M, and premium labor costs were reduced by $1.3M.• DoD Office of Naval Research: Commanded the strategy and opportunity analyst to transform from Cost Plus to Total Cost (Fixed Price). Identified $295M+ savings per ship for the Class in materials and labor. Delivered vision and strategy for utilizing modern MES technology and Lean to streamline and control the internal supply chain and labor while addressing Earned Value requirement for DoD.

Recruited to CP&S by Crane Co as a Business Team Leader to establish a “Single Operating Company” from previous standalone acquisitions. Managed (8) Direct IT and (6) Black Belts. Key responsibilities were: (1) Stabilize financial performance, (2) Create and deploy a single customer centric sales force, (3) Engage and cultivate a culture of OpEx for continuous improvement, (4) leverage technologies for growth and greater profitability.Operational and Financial Highlights:• Seamlessly integrated acquisitions to single operating company to a standard ERP, infrastructure, and call center technology achieving a 40+% reduction in costs while transforming the IT organization to current technologies and securing greater Intellectual Capital to enable support.• Established a culture of continuous improvement through OpEx education, training, and hands-on training. Created a “Control Framework” for SIOP with Strategy Deployment driving improvement projects across all functions and organizational structures delivering a 70%+ improvement in OP and a 40% increase in Revenues. • Provided an umbrella for the single customer centric sales force by establishing a hosted B2B Ecommerce CPQ generating $65M in revenue, $6.0+M in organic growth, $500K in productivity, and a 98% transactional quality improvement supporting internal and external sales team members.

• • Graduate of Manufacturing Leadership program with roles of CIO. GM, Transformation Leadership, and M&A Leader with revenues from $120M - $6.5B.