CORPORATE PROFILE: A $750M diversified industrial manufacturing Company with 4,500 employees. RESPONSIBILITY PROFILE: In my most recent role, I reported to the Chairman and CEO with a $195M OPEX, $10M CAPEX, $225M Revenue Goal and 1,300 employees with 11 direct. I was responsible for functioning as the segment President of Osborn with full P&L and Operational ownership.ACHIEVED IN THIS ROLEREVENUE / SALES CAPTURE STRATEGY• I was promoted by the Chairman and CEO to reverse 3 years of market share and growth erosion. Over 90 days, I navigated change resistance to reorganize Sales and Marketing, aligned them with a product segmentation strategy, and recruited new leadership to facilitate execution. Within 6 months, these improvements led to customer/channel partner engagement increases of 40%. Within the year, our organic growth increased from 1% to 5%, achieving new business and market share growth. EBITDA & EBIT GROWTH• For the previous 3 years, the Company had struggled to maintain initiatives strong enough to elevate EBITDA. I was tasked by the CEO and Chairman to grow EBITDA and address excess fixed costs and underutilized manufacturing capacity. Over 2 years, I led a plant consolidation strategy that closed 5 manufacturing facilities, restructured resources for a 12% RIF, and relocated complicated manufacturing processes. Within 18 months, this improved profitability by 100bps ($3M) annually, freed working capital, enhanced manufacturing utilization from 60% to 75%, and increased cashflow by $4M annually (20%).

ACHIEVEMENTS CONTINUEDTEAM LEADERSHIP / COACHING / MENTORING• Associates consistently missed sales due to 3 years of substandard coaching and target identification, so I was called upon to restore order and improve current +/-10% quarterly forecast metrics. I implemented a new annual strategic planning process that communicated clear and concise goals and recruited/coached high potential talent to drive the organization to exceed them, which included 50% of the leadership team. This elevated forecast accuracy to ~3% and enabled the organization to proactively implement underperformance countermeasures.OPERATIONAL OPTIMIZATION / TURNAROUND• I was also tasked to reverse 2 years of below standard Safety, Quality, Delivery and Cost (SQDC) results. Over 180 days, I reinforced Lean/Six Sigma standards, led multiple workshops, sourced new talent, segmented product manufacturing, and approved resource reallocations. This increased on time delivery from 80% to 95%, lowered product stock outs from 100 to 10 YoY, reduced working capital by $2M, diminished PPM defective rate by 67%, and saved $1M in insurance costs annually. This was rolled out as SOP enterprise wide.PROFIT OPTIMIZATION• The Chairman and CEO charged me to reverse 3 years of deteriorating margins. My investigation revealed a complex and large product offering with 6,000 active parts leading to suboptimal outcomes, and I found the root cause to be manufacturing inefficiencies. Together with my team, I then began to identify low volume/margin products and customers through 80/20 principles. I led the analysis and approvals on elimination or substitution of products, and tailored engagement differently to smaller customers. This elevated gross profit margins by 50bps within 6 months, and over 3 years from 28.5% to 30%. The 80/20 tool was adopted by all divisions.

ACHIEVEMENTS CONTINUEDMERGERS & ACQUISITIONS• To expand Osborn’s footprint, leadership commissioned me to complete 3-4 acquisitions annually. In the first 180 days, I crafted a strategy to focus on bolt-on acquisitions, then prioritized targets and developed leadership relationships. We successfully acquired 2 strategic acquisitions within the first 18 months because of this, which increased revenue by $33M, drove market share 2X+, and yielded $1M of SG&A cost synergies. As a result, Osborn increased sales and became the global leader in the polishing segment (from 3rd).BUSINESS DEVELOPMENT• I was charged by the ELT to grow sales 10%+ in high-margin product segments. Over 180 days, I assessed product competitiveness, conducted voice of the customer interviews, formed a partnership with a strategic distributor, and recruited a new segment leader and VP of sales to facilitate further execution. This successfully increased sales by $1M (11%), which was a major contributor to EBITDA, and the distributor partnership enabled future product placements; this strategy was applied in all subsequent engagements requiring distribution.

RESPONSIBILITY PROFILE: When I started with Jason Industries, I reported to the Chairman and CEO where I managed inorganic growth through mergers and acquisitions and strategic planning globally.ACHIEVED IN THIS ROLESTRATEGIC PLANNING / VOC / GROWTH STRATEGY• I was called upon by the CEO to form a Corporate Strategy and Acquisition BU. Conducted a global, strategic review of the Company’s four operating segments, used market-based research and voice of customer interviews to develop key growth strategies, and identified organic growth opportunities/acquisitions through development of key market roadmaps. This provided a 3-year strategic plan to all four segments, aligned all senior management, and enabled faster decision-making while eliminating wasted efforts. I was then promoted to SVP & GM of the Osborn segment as a result.

CORPORATE PROFILE: A $1.3B manufacturer of Industrial printers, films, labels, and signs with 7,200 employees. RESPONSIBILITY PROFILE: In this role, I reported to the CFO with a $1.5M OPEX, $250M Investment Capital and 3 direct employees. I led all activities for mergers, acquisitions, and divestitures.ACHIEVED IN THIS ROLEMERGERS & ACQUISITIONS• Post-2008 financial crisis, the division SVP charged me to increase the acquisition prospect pipeline from 25 to 100 and enable penetration into new adjacent markets. I partnered with BU leaders to align strategies, then we transitioned the organization to a pipeline of larger acquisitions, which increased acquisition deal flow from $225M to $1.4B. This sourced 100 opportunities at $4.7B in acquired revenue, including a strategic healthcare acquisition, and exceeded expectations by millions after leading the divestiture of 3 underperforming BUs.

CORPORATE PROFILE: A Private Equity Investment group with 4 employees. RESPONSIBILITY PROFILE: With a $500K OPEX and $50M Investment Capital, with Kinsale, I functioned as a Principal Investor of the fund.

CORPORATE PROFILE: A $27.5B global financial institution with 135,000 employees. RESPONSIBILITY PROFILE: As a Managing Director at ABN AMRO, I reported to the Global Head of Private Equity with a $5M OPEX, $500M Investment Capital and 12 employees with 4 direct. I managed the United States Private Equity division.ACHIEVED IN THIS ROLEINVESTMENT STRATEGY• The CEO recruited and called upon me to achieve top-quartile investment returns for middle market PE funds. I identified and recruited a team of investment professionals, then we created and led a sourcing program to pinpoint strategic investment opportunities. This program became a Best Practice and increased the quantity and quality of potential acquisitions. Over the next 10 years, my team and I successfully led and deployed $250m in 22 PE investments and 30 bolt-on acquisitions, which yielded a 320% internal rate of return (IRR) for 4X on capital invested.

RESPONSIBILITY PROFILE: In this role, I reported to the Chief Financial Officer (US) with a $6M OPEX and 10 employees with 4 direct. I was responsible for financial reporting, profitability analysis, budgeting and coordinating monthly financial closings.

CORPORATE PROFILE: A $42.5B processor and marketer of chicken, beef, and pork with 141,000 employees. RESPONSIBILITY PROFILE: With Tyson, I reported to the VP of FP&A with a $25M OPEX, $2M CAPEX, and 15 employees with 1 direct. I was in charge of analyzing and improving workflow processes within the finance group.