Judith Rogala Email & Phone Number

Murrieta, Ca

I have had the fortunate privilege of working with many companies at some of the most significant and challenging times they have faced. I offer time tested strategic initiatives designed to improve outcomes and develop individuals to greater performance. These strategies have led to multiple successful conclusions. Below are a couple of examples of more recent situations;• Due Diligence: A Private Equity Firm was about to finalize a $30M acquisition. Recruited by the Private Equity firm ownership to lead the effort. Within 90 days, investigated issues and identified accounting irregularities and assets not listed on the books. Made a no-go recommendation saving the PE from a disastrous acquisition. • Business Recovery: Unprofitable contracts placed company in financial jeopardy. Recruited by the Founder to take over leadership and manage the business to attempt recovery. Formulated and implemented a mass renegotiation of contracts, designed special events strategy and introduced franchising and licensing for the brand. These efforts set the company on a path of success.. While an executive at FedEx, I had an outstanding opportunity to be on the ground floor of its existence and to contribute to one of the greatest worldwide businesses. It will always be close to my heart for what I experienced and learned.

President of the Uniform Division

Greater Chicago Area

Scope: Commissioned by the Board of directors to turnaround La Petite after years of apathetic management led to costs spiraling out of control, culminating in $15M losses. Scrutinized every department, created, and implemented a multi-phased turnaround; training, sales, accountability, brand development, service augmentation, and metrics. Within 30 days, the paradigm shifted. Within the year, improved employee retention 33%, and posted a $5M profit. This effort created a streamlined organization with a well-managed staff and was accomplished through the following initiatives; • Brand / Business Development: Poor brand awareness prevented the Board’s goal to become known as a “Premier Provider” of early childhood education. Recruited, trained, coached, and mentored leaders to launch new programs and incentives while monitoring execution and establishing accountability. Developed new logo, website, marketing, advertising, sales collateral, and messaging. Signed 32 new accounts the first year and increased utilization 40%. The company won the Axiem (Communicator) Award.• Strategic Planning / Program Development: Identified the need to develop new service offerings and increase credibility. Created and Branded new programs and began accreditation activities. Within 10 months, restructured facilities, staff, launched unique programs and instituted an accreditation process. The flagship location achieved the highest profit, family involvement, and employee morale. This achievement continued to deliver positive results and became the standard for growth.

Burbank, Ca

• Turnaround: Tasked by the Chairman to turnaround a division in turmoil. High attrition, low morale, lost profit, poor management, lack of strategy, and unacceptable customer defection. Implemented a full-scale restructure in all categories; process and customer management, ERP, and established metrics within 90 days; achieving sustainable growth in 6 months. The division won an award for being the first division to surpass $100M net profit (ahead of larger divisions). Was featured on the cover of the industry’s leading periodical for this achievement.

Delray Beach, Fl

• Startup to Profitability: Challenged by the Chairman of the Board to execute startup of a new B2B catalog division. Conceived and initiated the integration of 8 recent acquisitions (outside the retail sector). This established 1500 sales, marketing, and customer service and 800 Telemarketing employees yielding a global network with 24 distribution centers inside of 2 years. By the end of the 3rd year, the new entity posted revenue of $1.6B with a quality-based, customer centric culture.

Ypsilanti, Mi

• Customer Confidence Restoration: Recruited to reverse lost profitability after ten years of public complaints and lawsuits. Negotiated and settled lawsuits (40 cents on the dollar) while implementing customer acquisition and retention strategies. Within 60 days, delivered the turnaround effort. This Company went from a $20M loss to a $7M profit with a 30% growth trajectory (# 1 in the industry) within the year. EQ won the Chamber of Commerce “Vendor of the Year” the following year. The growth continues.

Greater Chicago Area

Scope: In the wake of the recent sale of the company with 400 pilots and 400 mechanics in a unionized environment (Teamsters), chartered by the Board of the equity firm to resolve multiple issues plaguing the airline; union complaints, FAA threatening to pull flight certificate (first day on the job), poor financial performance being reported on Wall Street, and restrictive cash flow. Created and implemented a turnaround and led the employees in restoring profitability within 6 months. Was featured in an external airline industry newsletter; “What Judith Rogala, did in 6 months, most CEOs don’t accomplish in a lifetime”. This was accomplished through the following initiatives;o Union decertification: pilots requested help with union decertification after realizing the effects of the changes made.o FAA withdrawal of decertification process: FAA withdrew their petition to decertify and actually complimented the effort stating that we were “The best run airline in the segment”. o Negotiated recovery of overstated purchase price: Identified overstatements made in the purchase of the airline and worked with attorneys to negotiate a settlement between the Equity Firm and the seller. o New Business Development: Established the first ever worldwide cargo airlines for freight forwarders.o New Destination Landing Rights: Negotiated multiple contracts for landing rights around the world as well as airport and facility leases.

Greater Memphis Area

Scope: Fred Smith’s vision was a ubiquitous network but the company had high delivery costs and customers were demanding better and expanded services. Commissioned as Sr. VP to lead and manage expansion from 43 locations to 173, in 17 states and to introduce service to eastern Canada, leading a team of 23,000 employees. These efforts drove revenues from $300M to $7B. This was accomplished through the following initiatives; o Service Reliability: Through best practices and by introducing quality initiatives and improved scheduling, achieved on time performance at the highest in company history by 30%. o 3rd Partly Logistics (3PL): Started third party logistics services for IBM which generated $26mm in the first year.o New Service Development: Developed and operated, Air Ground Transportation concept nationwide and expanded use of long haul truck transportation, reducing cost of package transportation 90%.o Acquisition Integration: Headed up the operational integration of Flying Tigers and FedEx.o New HUBS: Established hubs in Alaska, Indiana, Illinois, and California culminating in an asset base of >$1B.o New Plant Startup / Operational Cost Reduction Initiative: Established strategic direction and oversaw a printing operation; reducing printing and marketing expenses $6M.

Memphis, Tn.

Hired for Regional VP, responsible for opening 17 states and Eastern Canada, 100% coverage.Promoted to SVP, 23,000 employees, worldwide. Responsible for major areas of the organization, ie, Properties & Facilities, Operations of all hubs, including System Form and engineering, Print manufacturing, established long haul trucking system.

Mba, Business Administration And Management, General

Bachelor Of Science (Bs)