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Purchase, renovate, rent, lend, and sell single & small multifamily residential real estate with an objective of long-term business growth strategy in Ohio markets of Canton, Massillon, Akron, Kent, & Columbus. Past President of Stark County Real Estate Investors Association (SCREIA.org).

Transition period of a family mold repair shop to a CNC contract manufacturer while integrating a new business segment of a sanitary valve product line.

$18MM P&L of Aftermarket and New Equipment business units in support of 3M North American Industrial Adhesives and Tapes Division. Instituted lean practices to restructure organizational flow, reduce flow constraints and process complexities. Established practices, procedures, and work instructions to install consistency and repeatability to drive down costs, protect margins, and improve service levels. 45 FTEs in two Business Units. • Started CSPD Aftermarket BU $6MM sales 9 months of 2017, forecasted $11MM 2018. • Safety: instituted safe work practice program; 0 Lost-Time-Incidents & 0 TRIR• Delivery: Improved vendor OTD 20% month-on-average to 92% • Delivery: Reduced Backorder lines 64% moa to 5 • Delivery: Improved Custom Orders OTD 45% moa to 87%• Cost: Reduced Warranty Costs 73% moa to $3k • Cost: Reduced Expediting Costs 35% moa to $5k • Growth: Sales growth 20% total, $10.5MM forecast 2018• Growth: Customized machinery orders growth 250%, $900k 2018 • Growth: Created Marcomm program for social media, training, external communications • Training: APICS Certified Supply Chain Professional (CSCP) Program• Relocated divisions to new facility: 3M-Matic Q2 2018 & CSPD Q3 2018

$35MM P&L of sales, human resources, engineering, quality, supply chain, and operations. New Build and Aftermarket product fabrication and assembly of hydraulic cylinders for international & off-shore oil & gas, industrial, and mining customers. • Safety: reduced OSHA Incident Rate from 8.7 to 3.1 • Quality: Recovered facility recertification of ISO 9001• Quality: Reduced Scrap costs from $65k 2014 to $20k 2015• Delivery: Improved On-Time-Delivery from 14% to 79% • Cost: Insourced $4.5MM of production work 2015• Cost: Reduced Operating Expenses by $563k 2015 • Cost: Improved Operation Utilization from 60% to 80% • Inventory: Increased turns from 3.1 to 4.2, reduced $3MM total inventory, improved to 99% accuracy

$45MM P&L responsibilities for division operations and supply chain teams including United Steel Worker associates. New Build and Aftermarket production of Mining, Nuclear, Navy, & Industrial fans.• Successfully negotiated three year Collective Bargaining Agreement with USW local union• Quality: Reduced open NCR backlog by 65% (126 to 44) and average duration from 91 to 40 days • Quality: Recovered facility recertification of ISO 9001 and 14001 • Quality: Recovered Defense Contract Management Administration vendor status • Delivery: Reduced past due backlog from $13.0MM to $2.8MM • Inventory: Reduced $4MM total inventory

$25MM P&L of sales, human resources, engineering, quality, supply chain, and operations. New Build and Aftermarket product fabrication and assembly of axial fans and fluid drives. • Safety: No Lost Time Accidents: 2500+ days • Quality: Recovered facility recertification of ISO 9001 and 14001• Quality: Established daily management and installed performance metrics for each department • Quality: Value Stream Map work flow patterns • Quality: Established departmental work instructions and acceptance standards • Delivery: Improved On-Time-Delivery to 98%

Aftermarket support group containing design and document managers for fan applications in industrial and utility plants. • Quality: Value Stream Map work flow patterns• Quality: Established cross-functional work instructions and acceptance standards • Delivery: Improved On-Time-Delivery to 95% for 1100 engineered orders in 2011 • Delivery: Established daily management and installed performance metrics for department• Initiated scanning program to convert 30MM historical drawings, sales files, and technical documents.