John Pawlowski Email & Phone Number

Oxnard, California, Us

CORPORATE PROFILE: The $1B global leader in Avocado sourcing, ripening, and distribution with ~3,500 employees. RESPONSIBILITY PROFILE: I am incredibly excited to join the Mission Produce team and enable the organization to build on its position of strength as the leading global Avocado company. I will be reporting directly to Steve Barnard, founder and CEO and we will be working on strengthening our operational efficiencies, our customer engagement, our procurement capabilities, and our exceptionally talented employees. The goal is to be the dominant player in the Avocado market while expanding into adjacent categories that both complement our capabilities and offer significant value to our customers and shareholders.

Irving, Texas, Us

Hudson , Oh, Us

Warren, Mi, Us

CORPORATE PROFILE: A $1.8B specialty Food & Service company with ~2,500 employees. RESPONSIBILITY PROFILE: I report to the CEO with a $240M OPEX, $30M CAPEX, and $2B Revenue Goal with 12 direct employees. I was responsible for total company management and P&L responsibility with operations, sales, manufacturing, category management, procurement, HR, IT, and dotted line finance /acct.SCOPE OF RESPONSIBILITY & ACHIEVEMENT: The Board desired a meaningful exit event valued above $1B but had a limited C-suite strategy. I was recruited by the CEO / Chairman of the Board to build a 5-year strategy. Within 30 days, I built the plan that started with targeting, recruiting, onboarding, and mentoring an ELT. Then executed on multiple growth initiatives, including EBITDA growth, pipeline growth, and new market penetration. Collectively, with other initiatives, this drove a significant valuation increase. Within 6 months, this effort delivered the desired sale (one of the few Billion dollar plus transactions of its kind at the time) with an aggressive multiple. This was accomplished through the following contributing events:ACHIEVED IN THIS ROLESTRATEGIC PLANNING / EXECUTIVE ALIGNMENT / REVENUE GROWTH / CULTURAL TRANSFORMATION• Lacking an operating strategy process and clear executive ownership stagnated expansion revenue growth in the southern/eastern markets. I investigated/discovered the root cause and developed a company-first strategy within 60 days to implement an annual review process in established metrics in collaboration with functional leaders. This effort provided a clear roadmap aligned with the entire leadership team within 90 days. Surpassed 2022 annual growth targets by 20%, and was adopted permanently.

Warren, Mi, Us

ACHIEVEMENTS CONTINUEDMERGERS & ACQUISITIONS / ACQUISITION INTEGRATION / BUSINESS DEVELOPMENT / ELT RECRUITING / TEAM LEADERSHIP / REORGANIZATION / EBITDA GROWTH• Upon hire, limited formal M&A process (pipelining and integration) or team was discovered, which muted growth potential. I then built, mentored, and closely managed an M&A team with an SVP for development and evangelized M&A. grew the pipeline and achieved 5 acquisitions, with $300M in new revenue and $20M in EBITDA.SALES TRANSFORMATION / SALES RESTRUCTURING / RECRUITING / BIG DATA ANALYTICS / EBITDA GROWTH / SALES ENABLEMENT• To manage margin and bolster market share, identified significant opportunities in the sales process. I recruited a new SVP of Analytics, collaborated with an external solutions partner, built an initiative team, and aligned BoD / ELT on aggressive roadmaps over 60 days. Then, I launched the company’s most significant sales tool, immediately boosting pricing intelligence and cross-sell capabilities and projecting material long-term EBITDA growth.

Warren, Mi, Us

ACHEIVEMENTS CONTINUEDOPERATIONAL OPTIMIZATION / NATIONAL EXPANSIONS / BUSINESS DEVELOPMENT / TECHNOLOGY TRANSFORMATION• The company was rapidly outgrowing its operational footprint, requiring urgent expansion solutions. I researched and designed an approach that retained service levels, costs, and SKU variety. Within 6 months, acquired and tested a pilot warehouse in an expansion market and streamlined ERP systems to maximize customer utilization. The model opened expansion customer access to 35,000 SKUs, growing the business by $5M while reducing labor costs by 10% and projecting $15M in 3-year savings. NATIONAL EXPANSIONS / NEW MARKET PENETRATION / TERRITORY EXPANSION / RECRUITING & MENTORING / ANALYTICS / SERVICE EXPANSION / BUSINESS DEVELOPMENT• I collaborated with cross-functional teams to understand challenges, leveraged analytics to determine investments and opened 7 depots with SOPs, KPIs, and location-based staff in 12 months. Delivered $100M in incremental volume and staged a multi-year journey to support continued growth and industry-leading margin.

Warren, Mi, Us

ACHIEVEMENTS CONTINUEDRESTRUCTURING / NATIONAL EXPANSION / BUSINESS DEVELOPMENT / CULTURAL TRANSFORMATION / ELT RECRUITING / CHANGE MANAGEMENT / EMPLOYEE ENGAGEMENT / SUCCESSION PLANNING / HIPO TALENT IDENTIFICATION• Following the announcement of 2 key ELT retirements, personally identified the need for a clear succession plan to fuel growth ambitions. After evaluating the organization, I developed a new strategy within 60 days that streamlined the LT. I recruited a CHRO (new role) within 6 months of hire, interviewed exiting leaders to solidify succession, and promoted 3 HIPO resources. After installing this Best Practice, the 2 leaders exited successfully, and the updated ELT improved its marketing focus, which led to a secondary brand launch that doubled segment sales (to $20M) in 18 months.

Mansfield, Massachusetts, Us

CORPORATE PROFILE: A $1.8B Food Service Equipment & Supply company with ~3,000 employees. RESPONSIBILITY PROFILE: I reported to the EVP of North with a $100M OPEX, $10M CAPEX, $600M Revenue Goal, and 550 employees with 8 direct. I was responsible for the overall strategic and tactical operation of 2 complex regional business units, including Finance, Operations, Sales, HR, IT, Marketing, Design, and Support Teams. I led and executed local, domestic, and international partnerships.ACHIEVED IN THIS ROLEREDUCTION IN FORCE / REORGANIZATION / RESTRUCTURING / STRATEGIC PLANNING / TERMINATION / CHANGE MANAGEMENT / HIPO TALENT IDENTIFICATION • Following COVID closures, sales significantly declined, and the company experienced negative cash flow. I was tasked by the Regional EVP and CEO to identify opportunities, enact immediate change, and reduce costs. Restructured the organization in 30 days while protecting HIPO talent, service levels, and strategy alignment. As a result, I identified 30% in payroll savings and elevated that to 35%. Achieved cash-positive status within 6 months and retained industry-leadership status. The strategy was duplicated and led to expanded scope as President, SS Kemp & United East.TEAM COACHING / MENTORSHIP / TRAINING & DEVELOPMENT / CHANGE MANAGEMENT / EMPLOYEE ENGAGEMENT / CULTURAL TRANSFORMATION • Inherited SS Kemp ELT that lacked autonomy and succession pathways after 10 years of high-touch leadership, causing severe project delays. I conceived and collaborated on a strategy for capabilities, individualized mentorship, and organized an ELT summit. Delegated high-visibility initiatives and instituted training. In 6 months, accelerated project velocity and worked with sales leadership to secure a $20M client while enhancing vertical succession and multiple promotions. Other divisions followed suit as a Best Practice, improving preparedness for future environmental/safety challenges.

Orrville, Ohio, Us

CORPORATE PROFILE: A ~$8B Food & Beverage company with ~7,000 employees.RESPONSIBILITY PROFILE: I reported to the SVP of International & Strategy with a $10M OPEX, ~$10M CAPEX, $300M Revenue Goal, $250M P&L, and 50 employees with 5 direct. I was responsible for identifying and maximizing global brand opportunities in China, the US, and Mexico, including investments, growth, compliance, partnerships, and R&D innovation. I also collaborated with the Board Chairman, CEO, CFO, and Presidents to approve initiatives and spearhead change.

Orrville, Ohio, Us

RESPONSIBILITY PROFILE: I reported to the President of International & Consumer Business with a $150M Revenue Goal and 20 employees with 5 direct. I was responsible for the development/execution of investment strategic challenges and drove joint venture growth.

Orrville, Ohio, Us

RESPONSIBILITY PROFILE: I reported to the Supply Chain Officer with a $30M OPEX, $10M CAPEX, and ~150 employees with 6 direct. I was responsible for managing the order-to-cash process and customer-facing supply chain.

Orrville, Ohio, Us

RESPONSIBILITY PROFILE: I reported to the SVP of Sales with a $10M OPEX, $5M CAPEX, ~$5M Annual Trade Spend Efficiency goal, and 14 direct employees. I oversaw sales & marketing systems, including reporting, trade management, and retail audit.

Orrville, Ohio, Us

RESPONSIBILITY PROFILE: I reported to the VP of Sales with a $100M Revenue Goal and 50 employees within the Broker community. I managed key market customers into the top 10 corporate account lists, consistently delivering 100%+ % of the sales quota.

Orrville, Ohio, Us

RESPONSIBILITY PROFILE: I reported to the Director of Trade Spend and led sales & marketing integration through M&A and managing applications.

Bachelor Of Science - Bs, Marketing/Marketing Management, General

Mastering The Art Of Leadership

Master Of Business Administration (Mba)

Food Management Summer Program

Education record