John Schultz Email & Phone Number

Ann Arbor, Michigan , Us

• Turn-around situation: poor culture, high turnover, financial losses, customer quality issues and poor KPI scores. • First year improved Employee Opinion Survey participation rate from 29% to 95%, employee satisfaction results from 64% to 80%• Develop business case and obtained Sr. Leadership approval for $7MM in automation projects which will generate annual saving of $4MM per year – successful automation launches YTD• Successfully launched a production line for Toyota Tundra and Tacoma REV hard fold cover – added an additional 60 employees and increased sales by $15MM• Responsible for the following KOI’s: production contribution margins, Inventory management, takt time, on-time shipping performance, direct labor versus annual Total Net Productivity (TNP), scrap and Lean Manufacturing projects• Champion monthly Plant Operating Reviews with RealTruck Sr. management • Reduced warranty cost from $2MM annually (2022) to $350k(2023/2024)• Launched World Class Manufacturing Compass room – identify $9.3MM in savings – headcount reduction, automation , purchasing savings• Lean Manufacturing success project’s(via Kaizen process) included converting two lines from batch build process to one-piece flow. • Significant quality rating improvements: previous audit results in 2022 (two major non- conformances); in 2023 and 2024 IAFT (two minor non-conformances)

Maumee, Ohio, Us

Plant Manager November ‘21 – November ‘22• Responsible for 800,000 sqft manufacturing facility with 950 employees and annual sales of $350MM– operations include: tube cutting, coating, hot stamping, extrusion, friction welding, MIG/TIG welding and multiple CNC operations. Deemed a “Mega Plant” within all of Dana• Responsible for the following KOI’s: production contribution margins, Inventory turns, OEE, on-time shipping performance, direct & indirect labor as % sales, MOH & SG&A as % of sales, freight cost, first pass quality, scrap & rework cost, customer PPM’s, internal PPM’s, and 5S• Financial management requirements include: responsibility of profit/loss for division, month end close, provide weekly updates to forecast EBIT results, monitor operating expenses, & prepare annual 3-year business plan • Champion the implementation of Dana Operating Systems (Lean Manufacturing Principles)• Achieved IATF certification September 2022 – first time in 5 years

Venray, Nl

General Manager – Michigan Operations • Responsible for the following KOI’s: production contribution margins, Inventory turns, takt time, on-time shipping performance, direct & indirect labor as % sales, MOH & SG&A as % of sales, freight cost, first pass quality, scrap & rework cost, customer PPM’s, internal PPM’s, and 5S• Financial management requirements included: responsibility of profit/loss for division, month end close, provide weekly updates to forecast EBIT results, monitor operating expenses, & prepare annual 5 year business plan • Responsible for 400 employees and two manufacturing locations (Auburn Hills and Warren) – Worked with corporate HR team on UAW contract negotiations• Champion weekly Plant Operating Reviews with Inalfa Sr. management• Leading the execution of Lean Manufacturing Principles. Driving improvement of the Inalfa Manufacturing Systems (lowest score in company) – Target by Q2 2022, World Class Manufacturing status

President / Vice President (Minority Sharer Holder) August ’17 – September ‘21• As newly appointed President, implemented a restructuring plan which reduced headcount from 240 to 210 employees. Resulted in a $3.5MM EBIT improvement while maintaining annual sales levels of $50MM. • Direct interface with TD bank – facilitated CFO role for 2 years. Financial management requirements included: weekly Borrowing Base, financial forecast reports, AR/AP reports, supplier payments, responsibility of profit/loss for division, month-end close• As manufacturer of Injection Molds, responsible for the following plant Key Operating Indicators(KOI’s): tool build delivery time, first try-out quality, Manufacturing Overhead, production contribution margins, direct & indirect labor as % sales, and 5S• Champion facility expansion, responsibilities included: building construction (33,000 sq. ft.), equipment negotiations & procurement (5 state of the art CNC machines valued at $5MM), installation & readiness, hiring & staffing• Weekly product development reviews (customer and internal) – upfront mold designs (technical feasibility), mold flow analysis open issue tracking, timing & cost status • Focus on business growth – additional $5MM/year in sales from new automotive lighting business• Establish strong customer relations. Weekly face to face meetings (involvement in both technical and account side)• Champion quarterly Plant Operating Reviews with TD bank • Foster strong employee relations in order generate employee satisfaction and savings to the division. Time spent daily on manufacturing floor – interface with employees and drive World Class Manufacturing excellence• Responsible for all new business quoting activities• Prepare annual 5 year business plan

Aurora, Ontario, Ca

Magna Exteriors750 Tower Drive, Troy, MIManaging Director – Magna Exteriors Queretaro October ’14 – July ‘17• Successfully launched $128MM Greenfield fascia facility in Queretaro, Mexico: responsible for land acquisition (17 acres: $6.8MM USD), building construction (295,000 sq. ft.), equipment negotiations & procurement – paint line ($48MM USD) & molding machines ($40MM USD), installation & readiness, hiring & staffing• Successfully launched “Just-In-Time” fascia sequence in Toluca: responsible for facility acquisition (lease 85,000 sq. ft.), equipment installation & readiness, hiring & staffing• Championed design of “state of the art” paint line – capable of producing up to 4 million fascia’s per year• Responsible for 750 employees and two manufacturing locations (Queretaro & Toluca) - Developed a highly motivated team: mentored the Magna culture through round table meetings, monthly communications and time spent daily on manufacturing floor• First year Business Plan in excess of $150MM in sales• Responsible for the following KOI’s: paint yield (FTC), Injection Molding FTC, production contribution margins, Inventory turns, on-time shipping performance, direct & indirect labor as % sales, MOH & SG&A as % of sales, freight cost, scrap & rework cost, customer PPM’s, internal PPM’s, and 5S• Financial management requirements included: responsibility of profit/loss for division, month end close, provide weekly updates to forecast EBIT results, monitor operating expenses, & prepare annual 5 year business plan • Responsible for all new business quoting activities, and finalize the negotiations of supplier contracts.

Aurora, Ontario, Ca

General Manager – Magna AIM Systems - Warren October ’07 – October ‘14Note: held dual General Manager roles: AIM Systems– St. Louis(Sept ’08 – July ’09), & MAS Saltillo (Jan ’14 – Oct ’14)• Successfully launched “Just-In-Time” FEM (Front End Module) facility and 2009 DS program: responsible for facility acquisition (lease 85,000 sq. ft.), equipment installation & readiness, hiring & staffing.• First year Business Plan was $80MM is sales with an EBIT of $1.8MM, in 7 years grew sales to $240MM with an EBIT of $24MM• Q3 ’08 – successfully launched 5 molding machines (3 – 1850 0 ton, 1 – 2200 ton, 1 – 1400 ton): responsible for acquisition (lease 35,000 sq. ft.) additional floor space, machines purchase, installation, & readiness. This vertical integration generated $4MM in EBIT to bottom line.• Responsible for the following KOI’s: production contribution margins, Inventory turns, takt time, on-time shipping performance, direct & indirect labor as % sales, MOH & SG&A as % of sales, freight cost, first pass quality, scrap & rework cost, customer PPM’s, internal PPM’s, and 5S• Financial management requirements included: responsibility of profit/loss for division, month end close, provide weekly updates to forecast EBIT results, monitor operating expenses, & prepare annual 5 year business plan • Champion quarterly Plant Operating Reviews with Magna Sr. management • Ensure principles of the Magna Employee Charter are upheld – EOS score of 89%• Foster Continuous Improvement program with employees in order to generate employee satisfaction and savings to the division • Responsible for all new business quoting activities, and finalize the negotiations of supplier contracts.

Aurora, Ontario, Ca

Assistant General Manager (acting General Manager) – Magna SVE Shreveport August ’04 – October ‘07• Successfully launched Greenfield “Second Stage” manufacturing facility (60,000 sq. ft.). Responsible for equipment installation & readiness, hiring & staffing.• Responsible for the following KOI’s: production contribution margins, Inventory turns, takt time, on-time shipping performance, direct & indirect labor as % sales, MOH & SG&A as % of sales, freight cost, first pass quality, scrap & rework cost, customer PPH, internal PPM’s, and 5S• Financial management requirements included: responsibility of profit/loss for division, month end close, provide weekly updates to forecast EBIT results, monitor operating expenses, & prepare annual 3 year business plan • Champion quarterly Plant Operating Reviews with Magna Sr. management • Ensure principles of the Magna Employee Charter are upheld – only supplier in Shreveport to win an UAW campaign. One year later, achieved an EOS score of 92%• Materials management - 45% of total purchased components are sourced to low cost countries. Over 600 part numbers procured, along with 3 different wheels supplied into the GM Shreveport assembly plant. • Championed major production efficiency gains by implementing the following Lean Manufacturing principles – monitor 5S with radar graphs, 5 why problem solving, line-side inventory, sub-assembly building to demand, attacking bottle necks, line balancing and monitoring takt time. In addition, via a Value Stream Mapping exercise, the division was able to free up 12,000 feet of floor space which enabled repositioning of the Sunroof production line, and yielded a 50% reduction in labor cost• Foster Continuous Improvement program with employees in order generate employee satisfaction and savings to the division • Responsible for all new business quoting activities and finalize the negotiations of supplier contracts.

Aurora, Ontario, Ca

Product Development Manager – Magna Exterior Trim October ’03 – August ‘04• Provide leadership to a group of 46 engineers and designers that support all DET customers• Responsibilities include: design release, quoting & projecting manpower requirements, facilitating & championing customer design reviews, managing projects to an established E&D budget• Champion of the Lean Product Development Initiative – change agent responsible for implementing a new way of doing business• Interface with respective division managers to address program issues & negotiate E&D quotes• Address product launch issues at Decoma divisions and customer assembly plants• Led the Decoma EnVision program for the entire DET group – first place winner• Authored and facilitated formalized training to directors, program managers, and engineers on the new five phase RASIC system.Product Engineering Business Manager – Magna Ford Car Trim Group August ’02 – October ‘03• Responsibilities included: design release, quoted & projected manpower requirements, facilitated & championed customer design reviews, managed projects to an established E&D budget• Interfaced with respective division managers to address program issues & negotiated E&D quotes• Addressed product launch issues at Decoma divisions and Ford assembly plants• Initiated and drove new business models to reduce overall engineering and design costsLead Engineer Ford Trim Group - Magna Exteriors January ’01 – August ‘02• Responsibilities Included: design release, quoted & projected manpower requirements, facilitated & championed customer design reviews, managed projects to an established E&D budget• Addressed product launch issues at Decoma divisions and Ford assembly plants• Supported sales group with customer meetings, and established product assumptions on new model programs• Championed new program design competitions by demonstrating best practices and core product expertise

Aurora, Ontario, Ca

Lead Engineer Advance Engineering – Magna Exteriors October ’99 – December ‘00• Responsible for all thermoplastic class “A” body panels on TJC program• Created Engineering Book of Knowledge for Strata sandwich structure technology transfer• Assisted in the development of Component Integration Panel (CIP) Engineering Book of Knowledge. Patent granted for front end assembly with CIP

Master Of Business Administration - Mba

Masters And Bachelors, Mechanical Engineering Technology