Core BTS is an information technology solution provider and value-added reseller focused on customer-centric software, technology and related IT infrastructure and technology services to corporate and public sector clients. Core BTS solves complex business needs across networking, collaboration, security and data center infrastructure. With 16 offices across the United States, Core BTS employees a team of IT consultants and engineers that provide design, implementation, and ongoing support services.

Lids Sports Group (“Lids”) is a $650+ million international retailer of licensed and branded headwear and sports apparel and novelties with over 8,000 employees, 1,100+ brick-and-mortar stores and several websites. The business was a division of publicly traded Genesco Corporation (GCO) until it was sold to private equity firm Ames Watson in February 2019. Responsible for leadership of the back office operational areas of the business including finance, distribution (distribution centers in the U.S. and Canada), real estate (over 1,000 retail location leases), human resources (over 7,000 employees), information technology and loss prevention. Working closely with private equity owners to transition the business out of GCO in order to operate independently.

Held a key leadership role in the business. Partnered with the Lids CEO and executive leadership of parent company Genesco on many strategic initiatives to transform the Lids business and ultimately sell the business in early 2019. Responsibilities included:• Finance – Led the restructuring of the finance department upon arrival at Lids. This included implementing several new policies and procedures to improve financial controls, financial reporting, financial planning and analysis and overall departmental efficiency for a staff of over 40. Interacted directly with the Genesco (public parent company) financial team, internal and external auditors and audit committee.• Operations – Responsible for the information technology, human resources, loss prevention, distribution center and real estate departments which included over 400 employees. Led the development and execution of strategies with each of these departments to support the Lids business. Created an operations planning and analysis team to support the operational departments.• Restructuring – Led several internal restructuring projects to enhance efficiency and address specific business needs in a changing retail landscape. • Business Sales – Led two major business sale processes including the sale of a $140+ million division in January 2016 and the balance of the business in February 2019. This included working with investment bankers to develop the selling documents, preparing and presenting management presentations to potential buyers, representing the company throughout the due diligence process and significant involvement in the negotiation of the sale documents.

Just Marketing, Inc. (“JMI”) was a $50+ million motorsports marketing agency that connected the key properties (racing teams, leagues and tracks) in the major motor racing series (Formula 1, NASCAR, IndyCar and NHRA) with sponsors and then assisted such sponsors with bringing their motorsport sponsorships to life through a variety of activation, hospitality and social media programs. The business was owned by private equity investors until November 2013 when the investors sold the business to London based publicly traded Chime Communications plc. Below is a summary of the experiences gained through my involvement with JMI:• Leadership – Played a key leadership role in the business. Partnered with the CEO and private equity investors to implement several initiatives to significantly enhance the profitability of the business resulting in a successful sale in late 2013.• Financial Department Development and Management – Led the overhaul of the finance and administrative functions (human resources, information technology, facilities management, procurement, legal and pricing) including implementing new financial systems and hiring several new staff in key roles. Team of approximately 25 employees.• Business Sale – Led the process of selling the business including preparing the selling documents, preparing materials for management presentations, representing the company throughout the due diligence process and negotiating a significant portion of the stock purchase agreement.• Financial Planning and Analysis – Implemented a robust budgeting and forecasting process to establish key benchmarks for the company to measure against.• Staff Development – Mentored several employees both within and outside of the finance and administration departments.

Bell Industries, Inc. (“Bell”) was a $200+ million diversified publicly-traded corporation with three operating divisions: Technology Solutions, a provider of a comprehensive portfolio of customizable and scalable technology solutions; Recreational Products Group, a wholesale distributor of aftermarket parts and accessories for the recreational vehicles and other leisure-related vehicles market; and SkyTel, a nationwide provider of wireless data and messaging services. Below is a summary of the experience gained through my involvement with Bell:• Finance Department Development and Management – Migrated corporate finance functions from Los Angeles as Bell moved its corporate headquarters to Indianapolis. Managed a team of 30 employees.• Controllership – Led implementation of Sarbanes-Oxley requirements throughout Bell divisions.• Acquisitions & Divestitures – Completed acquisition of SkyTel (~$90 million in revenue) in January 2007. Evaluated and negotiated potential divestiture transactions. Significantly involved in the integration of SkyTel into Bell.• Financial Planning & Analysis – Developed and implemented financial planning and analysis processes including strategic planning, annual operating planning, monthly business reviews and forecasting processes.• Treasury – Developed detailed cash planning and forecasting processes and implemented companywide cash management processes. Worked closely with asset-based lender. Responsible for tax planning and compliance and risk management.• Investor Relations/SEC Reporting – Regular interaction with shareholders and research analysts. Responsible for all SEC reporting.• Corporate Governance – Regular interaction with Board of Directors and Board committees.• Information Technology and Human Resources – Responsible for the information technology and human resources groups which provide support to all three operating divisions.

The Stanley Works was a $4 billion worldwide manufacturer and marketer of tools, hardware and specialty hardware products for home improvement, consumer, industrial and professional use. The Systems Integration (“SI”) division was created by The Stanley Works as a result of its acquisition of ISR Solutions and included two other Stanley acquired businesses (Best Electronic Access and Integrator.com). SI was a $150+ million business with seven sales and operating regions and 30+ locations throughout the United States. The SI business was part of Stanley Security Solutions, a $900+ million business unit of The Stanley Works. Below is a summary of the experience gained through my involvement with SI:• Business Integration – Significant role in the integration of ISR Solutions into SI.• Financial Planning and Analysis – Annual budget, monthly and quarterly forecasts and variance analysis.• Acquisitions – Evaluated several acquisition opportunities and closed on a $10 million revenue company.• Controllership – Managed two accounting teams and ensured compliance with company policies and procedures including Sarbanes-Oxley requirements.• Financial Systems – Operated on multiple computer systems, migrated and integrated certain systems and prepared for move to SAP in late 2006.• Operations – Worked closely with Chief Operating Officer, regional management and functional leaders on day-to-day matters.

ISR Solutions (“ISR”) was a $40+ million integrator of sophisticated physical security solutions with twelve offices located throughout the United States. ISR performed the engineering, installation and maintenance of various types of electronic security technology including access control, video surveillance and intrusion detection systems for large commercial organizations and federal, state and local government agencies. ISR was privately held with financing from venture capital investors led by The Carlyle Group. Was recruited by The Carlyle Group to lead the “turn around” process at ISR. In December 2004, ISR was acquired by The Stanley Works and the venture capital investors had a successful exit. Below is a summary of the experience gained through my involvement with ISR Solutions:• Board of Directors/Investor Relations – Worked closely with Board and investors.• Acquisition/Divestiture – Completed acquisition of $10 million revenue company and played key role in the sale of ISR Solutions to The Stanley Works.• Operations – Seven Regional VPs with P&L responsibility were direct reports. • Finance Department Development and Management – Managed staff of ten, finance area was in disarray upon arrival and oversaw major talent upgrade and turnaround.• Financing – Raised both bank and equity financing.• Financial Systems – Upgraded financial systems.

U.S. Office Products (“USOP”) was a $2.5 billion multi-national supplier of office products and business services to corporate customers with operations in the United States, Canada, New Zealand, Australia and the United Kingdom. USOP was founded in October 1994 and completed its initial public offering in February 1995. USOP completed over 230 acquisitions and reached a revenue run-rate of $3.8 billion in mid-1998, when it was restructured. The restructuring consisted of spinning-off four divisions, repurchasing $1.0 billion of outstanding common stock, receiving a 25% equity investment from a leveraged buy-out firm and significantly increasing USOP’s level of debt. Following the restructuring, USOP strived to transition from an acquisition company to an operating company. However, as a result of its highly leveraged financial condition, USOP filed for Chapter 11 bankruptcy protection in March 2001 and over the next year divested of all its assets. Below is a summary of the areas in which I gained experience through my involvement with USOP: • Capital Structure/Transactions – Public stock and debt offerings, syndicated bank debt transactions, private equity sales, strategic restructuring of USOP.• Acquisitions, Divestitures and Valuations – Over 200 acquisitions and over 20 divestitures.• Finance Department Development and Management – Over 600 employees in worldwide finance organization.• Treasury - Cash management, investor relations, taxes and risk management.• Systems Implementations – JD Edwards, Hyperion, Clarus and Trinity (internally developed system).• Financial Planning and Analysis – Budgeting and forecasting, meetings with business leaders.• Accounting and Financial Reporting – Policies and procedures, internal controls, consolidation and management reporting.• SEC Reporting/Filings – Registration statements, annual and quarterly reports and meetings with SEC.

Managed client engagements ranging from specialized agreed upon procedures and due diligence reviews to audits in accordance with GAAP. Experienced with FASB pronouncements and SEC reporting requirements including Registration Statements on Forms S-1, S-3, S-4 and S-8 and report filings on Forms 10-K, 10-Q and 8-K. Client were in a various industries including high technology, manufacturing, retail, medical, printing, consumer products and not-for profit ranging in size from middle market to Fortune 500.