Garrison Dental Solutions improves dental outcomes worldwide by delivering inventive solutions for dental professionals that simplify and enhance procedures with clinical predictability.

We provide Fractional/Interim President/COO service to assist $5M - $200M revenue companies with growth and managing through change. We are hands-on, helping to sharpen your strategy and how efficiently and effectively you operate your business. Our focus spans all functions bringing greater clarity to the company’s direction, increasing the cohesiveness of the leadership team, coaching leaders, improving processes and elevating accountability to deliver results. We are industry agnostic and flexible with our approach and time commitment based on your needs as we recognize no two companies are the same. When We Are Most Beneficial to Business Owners • Owner is planning on selling the business and is interested in increasing the business value at exit through EBITDA growth and increasing the exit multiple• Business has been operating on EOS® and does not have a capable integrator• Business is transitioning between family generations and can benefit from hands-on coaching to develop future business leaders as well as a fresh perspective to profitably grow• Revenue, margins and/or market share is flat to declining for the past 2+ years.• Business has people issues ranging from a leadership team which lacks cohesiveness/focus to higher-than-average turnover• Owner wants to spend less time leading the business operations and more time with customers, product development and leisure time outside the business• Owner/CEO has a gap in leadership due to turnover and cannot afford or wait to hire a capable full-time one

$200M private equity backed leading manufacturer of kayaks, storage and organizational plastics products; distributed through mass (Walmart, Sam’s, Costco, Amazon, Bed Bath and Beyond, The Home Depot, Menard’s) and sport specialty retailers; full P&L responsibility, 700 employees at 10 locations.• Conducted business assessment of two recently acquired companies in process of being integrated.• Identified and secured $4M/year run rate cost reductions in first 90 days through organizing 18 workstreams to alleviate financial distress and major foundational issues.

Attwood Marine, subsidiary of Brunswick, Grand Rapids, MI - $200M leading boat parts and accessory manufacturer with revenues driven through nine global sales channels; four manufacturing and distribution locations in the U.S. and Europe; 15,000 SKUs supported by global sourcing from China and Taiwan. Full P&L responsibility leading 11 functional areas including operations, manufacturing, product management, R&D, quality, sales and marketing, IT, finance and HR; 700 employees.• Closed and integrated two acquisitions; CAGR from first acquisition 10% revenue and 40% EBIT • Achieved four-year CAGR of 11% revenue and 16% earnings from non-Walmart growth initiatives• Grew OEM boat builder organic sales double market rate by implementing Salesforce.com platform, building cross-category product families and achieving best-in-class on time delivery • Improved unit policy fill rates from 80% up to 90% while reducing operating costs $500k • Implemented visual factory which improved manufacturing productivity by 12%• Restructured operations and led team to implement system and process improvements resulting in 100 bpts improvement in annual sourcing cost saves and 15% improvement in distribution productivity• Championed Lean Six Sigma program which consistently delivered $500k+ in annual hard savings • Accelerated trolling motor development resulting in 12% revenue and 60% operating margins CAGRs• Expanded breadth and penetration with relationships established with top OEM boat builders and all top 15 leading boat parts and accessory retailers; lead supplier at Walmart, and expansions into new retailers of Costco, Sam’s Club, and The Home Depot.

$200M revenue 100 bowling centers in U.S, Canada and Europe. Full P&L responsibility leading 12 functional areas which included strategy, mergers & acquisitions, operations, IT, finance HR and legal; 4000 employees; member of Brunswick senior management team reporting directly to CEO• Transformed business from bowling-centric to hospitality-centric to realign with new market dynamics• Increased EBIT 300 bpts from 2010 to 2013 achieving highest percentage in more than 10 years; increased same store sales three consecutive years• Oversaw development and piloting of three new bowling entertainment concepts; resulted in 40% - 50% revenue increases versus pre-conversion• Outlined strategy that reduced reliance on discounting leading to two-year 18% increase in pricing and 5% increase in revenue• Increased favorable scores in 11 of 19 categories for 2013 employee opinion survey• Successfully led business through divestiture process which resulted in $270 million cash purchase price.

P&L responsibility of $100 million capital equipment business unit that manufactures, distributes and supports equipment sales to bowling centers worldwide (50% of sales international). Direct reporting structure included 150 salaried, 400 union employees and 100 employee manufacturing plant in Hungary. P&L responsibility leading manufacturing, service, sales, marketing, engineering and strategy.• Built plan and led execution for turnaround of business from operating loss of ($26M) to operating profit of $12M in six years • Built product and marketing plan and led execution that significantly contributed to 30% sales increase and 7% operating profits as a percent of sales improvement in two years • Drove 23 product launches in 24 months versus only eight maintenance projects in previous 24 months. • Introduced broad use of consultative sales approach and reorganized U.S. sales force that contributed to 22% sales growth 2007 to 2008.

• Corporate strategy, planning, business development, acquisitions, divestitures.• Coordinated the Corporate Strategic Planning process by working closely with CEO, VP Strategy and Division strategic planning teams. • Acted as project manager for an initiative to open the first boat manufacturing facility ever in Mexico. Production start was on time and cost targets were achieved. • Reviewed 51 opportunities during 14 months. Investigations varied from initial screen to closed deal.• Coordinated acquisition due diligence efforts.

A $1B fitness division of Brunswick Corporation. • Acquisitions, partnerships, business development, strategy.• Researched and analyzed European strength manufacturing opportunities in Eastern and Western Europe. Selected and implemented manufacturing at recommended location in Hungary in 2003.

• Market research, product planning, product development, project management.• Managed eight products within $100 million treadmill business. • Led $4 million development program which delivered $8 million incremental net profit first 12 months.