TRANSOM ENERGY RESOURCES: CEO and Member of Board.Spinoff created in Jan '17 during reorg of SPG / Oil exploration & production / Bidding to acquire oil companies. Adapted to sudden market changes - political, economic, regulatory - by creating Transom, a spinoff focused on the acquisition of "turnkey" oil properties (including oil fields, infrastructure, and management team).Transom focuses on acquisition of large-scale oil and gas assets that produce over 3000 barrels of oil per day using CO2 enhanced oil recovery (tertiary recovery).Raised over $700MM from Oaktree Capital (one of the world's largest PE firms) in support of joint bids. Within 6 months of TER establishment, bid on five properties with total assets valued at $1.5 billion. -------------------------------SUMMIT POWER GROUP: CEO and Member of Board (Oct 2014-Sep 2017)Orchestrates energy deals, raises capital, runs large energy projects - clean coal, low carbon, and EOR.In 2014, reorganized Summit's existing business model. Created an end-to-end oil-production company to capture the entire value chain - from power, chemical, fuel and CO2 production to oil recovery using proven technology. Assessed SPG's existing strategy and assets, cut costs, rearranged the pieces, and changed the model from "power project development" to ownership of a fully integrated energy company. - Cut nearly 50% of base costs, while delivering faster for clients & partners. - Leveraged personal relationships in China - and knowledge of Chinese regulatory process - Built nearly $2B M&A pipeline and targeting strategy, and developed business-development skills of staff. - Lined up an investment bank and well-funded private equity partner. Won approval from $100B PE partner for more than $1.5B of acquisition opportunities. Solved deal-complexity problems. Closed negotiations with seller and partners.

Newly Created Position in a newly created BU in GE’s “Distributed Power” Sector . Relocated from Shanghai – following a successful repositioning for GE’s coal-gasification BU – to build a new business focused on small power plants for emerging markets. Also took charge of global sales for the PowerXpand products – trailer and train-mounted generators (up to 200 megawatts) used for emergency power in remote areas. • OPPORTUNITY: Selected as head of new BU based on ability to assess potential in a “murky” business area, find the opportunity for GE, and create a new business. • STRATEGY: Instead of selling only hardware – gas engines for power generation – create a total solution based on 3 parts: plentiful sources of local fuel (possibly bamboo or biomass), a third-party system that converts raw material to fuel, and customized gas engines from GE. • IMPLEMENTATION: Currently exploring potential applications – discussions with top officials, minister level – for Indonesia, Africa, and emerging markets worldwide.

Promoted to GM and took charge of full P&L for Coal Gasification – equivalent to running a $100 million standalone corporation – with centers in Houston (R&D, Engineering), Shanghai (top market), and India (R&D and finance). Parachuted into China with scant knowledge, figured out the situation, and successfully refocused the CG business unit. BACKGROUND AND OPPORTUNITY: Reposition the coal gasification business unit for Chinese market and not the US market. Build a coal gasification business in China. TURNAROUND: Devised a China-focused business strategy, recruited top talent, and managed partners. Led transition of global business leadership to China, the #1 market for coal-gasification technologies. Focused strategy on high-growth segments. Transformed GE’s CG business into a Chinese entity, with HQ in China and local Chinese leadership. • Regulatory & Legal Successes: Adapted core profit center to regulatory shifts, for example: Secured national regulatory approval under China’s Anti-Monopoly Law for establishment of JV with foreign firm. Negotiated with MOFCOM (Ministry of Foreign Commerce), and won a lawsuit – in Chinese court – against illegal “copycat” competitor. • Joint Venture: After winning the lawsuit, strengthened the Shenua JV (see below) and focused on large state-owned enterprises, which had capital to build large gasification plants. Collaborated closely with complementary firms that ensured GE’s selection on projects. • Sales Growth: In a challenging environment, drove 50% sales growth and 3X profit growth in 2012. Collaborated with various GE business units to devise integrated solutions and pursue $200M incremental growth from customers in emerging markets

Initially dispatched to China as GE’s Product Leader– aka corporate marketing expert – to achieve mandate: Grow the business for coal gasification technologies in Asia. Led cross-functional, market-dev team that set up local partnerships for energy technologies in China and broader Asia. • Negotiated and closed a 50/50 JV with Shenhua, a $40B+ coal company. Established a platform in a $10B+ market, from a business which returned over $200MM of capital to GE. Broke key barriers with innovative deal structure. Led deal team and relationship building.• Accelerated technology development – a 50% reduction in time-to-market – for a critical product launch. Secured over $1 million funding from US Government to establish a foundational “clean coal” power plant design. Influenced functional peers and secured cross-functional team resources. • Senior Product Marketing Manager, Houston, TX (2007– 2009): Clean Energy Technologies | Transitioned from ECLP to fulltime assignment in GE’s gasification business (unit of Power & Systems group). Strengthened GE relationships with Wyoming Governor, WY Attorney General, and university leaders. Led a cross-functional team that drafted a win-win deal with strong IP position. Negotiated a $100 million technology center.

Led market development, government engagement, and partnerships for cleaner energy technologies.• Negotiated alliance with the State of Wyoming to co-fund (50%) $100MM Technology Center. Cultivated strong relationships with the WY Governor, Attorney General, and University leadership. Assembled broad cross-functional team to craft win-win deal with strong IP position. • Developed market segmentation with and executed due diligence for large-scale, coal-fired low emissions power systems. Led 10-person cross-functional team on China market assessment.

Rotated though four assignments at various GE businesses as new recruit in GE’s elite executive training program. Achieved Six Sigma Black Belt certification. Rotated into GE’s gasification business, which led to Marketing Manager roles, and eventually, General Manager of entire unit. • Corporate Development: Created valuation models for key transactions, for example: restructuring of a partner’s minority interest; a $400 million divestiture; and third-party investment in a new aircraft-engine program. Managed physical “data room” during $5 billion acquisition of a European diesel-engine manufacturer. • Strategic Marketing: Built framework and financial models for a proposed multi-billion dollar “hydrogen power” alliance with BP (involved multiple GE business units). Supported negotiations and co-authored strategic plan with BP counterpart. • Customer Analysis: Led cross-functional team that increased sales of repair services and sales spare jet engines by 8% (Q1 2006). Analyzed customer patterns, developed models, and revised the sales plan. Leveraged new discoveries re pricing versus delivery time.

Set up a consulting firm that subsidized MBA studies at Duke University. Specialized in product development and commercialization. Top clients: Alcorn McBride (below) and Granite Precision. Scope: Strategic planning & analysis; IP valuation; new business development; funding advisory services; product definition, seed funding (SBA), and top-level engineering design and marketing (sold first units to Disney).

Director of Strategic Development for industry’s first media-computing chipset for real-time video compression and encoding. Designed image-processing subsystems for Qualcomm, TV, and post-production firms. Career Transition: Moved from the technical side of video – engineering and product development – to finance, corporate development, and strategic planning.

While still an engineering student at Auburn, led product development of advanced audio-visual systems – breakthrough digital technology – used by Disney, Universal, and top players in the “themed entertainment” industry.Fast-Track Promotions: Started as a college intern and – based on talent for original design – quickly won promotion to a fulltime role as design engineer and project manager. Established a personal pattern of high-impact contribution and leadership that started at Alcorn and continued for all subsequent employers.