Established as a partnership between Vanir Green Industries and a core group of development investors, Blastr is powered by the contributions of these investors. Together, the company aims to help decarbonize the steel industry by creating an integrated green value chain and leveraging access to iron ore from one of our development partners, Cargill Metals. The company intends to produce 6MTPA of DR pellets, 3MTPA of green iron, and 2.5 million tonnes of cost-sensitive, ultra-low CO₂ steel at its initial planned production facilities in Northern Europe, specifically the United Kingdom and Finland.

Vanir Green Industries is established by one of the founders of Freyr Batteries. The development of Freyr from concept to NYSE listed company in 4 years has yielded important insight in large scale industrial development. Vanir Green Industries intends to leverage this knowledge and the value created from Freyr in a mission to create a more sustainable future.Asked to take over as CEO of a Vanir start-up, Blastr Green Steel in May 2024.

CORPORATE PROFILE: Vulcan Green Steel (VGS) is a greenfield company within the Jindal Steel Group with a vision to create a mine-to-gate green steel production facility by 2030. The plant site is located in Duqm, in the Al Wusta governorate of Oman, within the Special Economic Zone at Duqm (SEZAD). VGS broke ground on its hydrogen ready direct-reduction iron-making plant in November of 2023 and has secured over 1.5 MTPA of European green steel MOUs.RESPONSIBILITY PROFILE: Hired as the CEO of Vulcan Green Steel in August of 2023, tasked with the DoFP (delegation of financial power) for $2B USD Phase One of project. Attracted and hired a global management team, developed the organization’s overarching business strategy, and successfully built national government relationships.Despite the short tenure, challenging myself as a CEO in Oman was rewarding and added to both my professional and personal growth as a leader in the movement to decarbonize hard-to-abate industries. The experience provided yet another perspective to my unique global view as I work with companies as they face the opportunities and challenges to meet their net zero goals.

CORPORATE PROFILE: H2 Green Steel (H2GS) was founded in 2020, aiming to build a large-scale, fossil-free steel production facility in northern Sweden to produce 5 million tons of fossil-free steel by 2030.RESPONSIBILITY PROFILE: I joined H2GS in February 2021 as incoming Chief Commercial Officer and relocated to Stockholm, Sweden in May 2021 to become the start-up’s full-time CCO. Working as part of team responsible for fundraising and investor activities, already raising over $105 million USD in the company's first round of venture capital financing to accelerate entry into fossil-free steel making. Challenged to recruit and develop team of commercial and customer experience experts who are as passionate about serving customers as they are about serving the planet.

I remain an advisor to the management and sales teams as they continue to make inroads into the steel and metals sector in elevating worker safety to a proactive rather than reactive approach.

CORPORATE PROFILE: A high-tech start-up helping make the world's industrial environments safer.RESPONSIBILITY PROFILE: In this role, I am responsible for the strategic leadership of Everguard.ai growth plans. As well as act as the General Manager of the Steel industry business for the company’s first product launch of the Sentri360 Artificial Intelligence Platform. Challenged to bring steel industry-specific knowledge to the development of Everguard.ai’s growing product platform, including the go-to-market strategy. Work alongside the CEO in a second round of capital fundraising to meet the needs of both product and market development, field engineering, and the R&D for our next-generation cost-effective product architectures.

CORPORATE PROFILE: A billion-dollar high growth metals and logistics company with 500+ employees across North America. RESPONSIBILITY PROFILE: In this role, I lead the mergers and acquisition activities as well as influenced the strategic direction. Worked collaboratively across the entire organization to compile and manage the company growth strategy, which included analyzing and providing recommendations to the companies ownership and other senior leaders. Developed the M&A strategy and execution; involvement in deal sourcing, diligence, negotiations and ultimately integration. Presented research on new growth opportunities and external M&A activity to company. This required ongoing coordination with corporate HR, IT, legal and SBU leaders.

CORPORATE PROFILE: A billion-dollar industrial company with 465 employees.RESPONSIBILITY PROFILE: In this role, I was responsible for providing direct management to functional leaders and to maintain influence on business direction throughout both ramp-up and steady-state. Challenged to lead startup of a new, contemporary steel business in an industry with large, established, and entrenched competitors. Built a radical corporate image, brand, fundraising, OGSM, and Go-to-market strategy and led execution, developing the customer and employee branded and trademarked messaging, including “Flex-Mill™” to showcase Artificial Intelligence and LEED Certification, testing, and instituting marketing programs and a new website over a period of 6 months. This became one of the world’s fastest startups and established differentiation, which caused 10k resume submissions (to fill 465 jobs), and captured 100 of the top 250 customers, 15 months before the first product was released. The following is one of the benchmark events:ACHIEVED IN THIS ROLEINDUSTRY RECOGNITION• I was invited to nearly every major industry conference as key-note speaker and was a Finalist for the “Steel Producer of the Year” and the Best Environmental Responsibility / Stewardship in American Metal Market’s 2018 Awards for Steel Excellence. I was also a finalist in Platts’ Steel Industry Leadership Award 2018, which resulted in global recognition and garnered immediate attention and credibility and the systems and processes were adopted as standard.

REVENUE EXPANSION • To gain entry to the OEM auto market, we won approval from the Board for QC and product development and recruited, trained, and mentored an Automotive OEM expert in consultative selling. Approached, presented, and signed a multi-year contract with a German auto maker and achieved niche value added product revenue from the OEM market in half the expected timeline.OPERATIONAL EXCELLENCE / ON TIME DELIVERIES (OTD)• To achieve continuous OTD improvement , established a goal of achieving 90% and identified and implemented best practices and within 6 months. Achieved excellence in forecasting, order guidelines, production planning, and scheduling. These strategies were incorporated as SOP.

FUND RAISING & CAPITALIZATION• When I first came in contact with Big River Steel, I was charged with co-leading fundraising development and presentation. We built and developed the market study, GTM, and presented the 500-page study that detailed 250 target customers and won a $600M investment and moved on to ECA financing to meet the $1.3B needed plus $300M working capital, fulling funding the operation. Big River Steel was awarded “Deal of the Year”. Was promoted to Chief Revenue Officer by the Chairman, John Correnti.GO-TO-MARKET / RECRUITING• GTM required building a team for startup. Identified, targeted, recruited, hired, trained, and mentored the team. Served on the EC for the construction of the world’s first FlexMill, ERP, and CRM. Achieved a record first full month production and ultimately 81% of rated capacity within 6 months. Signed global contracts with 97% of customer listing BRS as “recommended”.BANKING / FINANCE• To re-finance high-cost ECA and Government debt, developed data and presentation for the CEO and CFO to shop financing. Re-packaged debt offering and secured a $1.225B refinance package, including $600M senior secured Notes, $400M senior secured term loan facility, and $225M asset-based lending facility. EBITDA GROWTH• Our Board (Investors) wanted to see EBITDA results the first year. Worked with functional leaders on day-to-day management. Achieved sales targets with 90% of industry respondents. Was measured for customer service as a 7 (Scale: 1-10), despite steel trade deficit more than tripling, achieved positive EBITDA by month 2.

CORPORATE PROFILE: An industry trade association, focused on the advancement, growth, and competitive development of North American Steel Tubular products.RESPONSIBILITY PROFILE: Responsible for Lead the re-engineering effort in the Hollow Structural Sections (HSS) Committee. ACHIEVED IN THIS ROLE• BOARD GOVERNANCE• In this role, I was recruited by the Board to lead the re-engineering effort in the Hollow Structural Sections (HSS) Committee to reverse declining membership from industry consolidating. Our team built a strategy to refocus on new energy, new ideas, growing market share. Established an OGSM framework, eliminated excess costs, and launched a re-brand using on-line resources. This increased revenue 12% for the first time in 5 years, launching a new membership category.

CORPORATE PROFILE: A startup organization focused on investing and operating a portfolio of steel assets, including building Greenfield projects, and acquiring existing operations. RESPONSIBILITY PROFILE: Responsible for strategy and joint venturing with partners to pursue opportunities in North America and internationally. ACHIEVED IN THIS ROLESTRATEGIC PLANNING• I was recruited in the wake of the 2008 economic crisis to recover project debt financing failures. I built new banking presentations, and realign strategic direction and vision for the company. I removed natural business minded barriers and began a constructive dialogue. I then built the GTM / financial modeling to build a company strategic plan and vision. The leadership team was called Steel’s Dream Team in industry publications and these efforts restored confidence.

CORPORATE PROFILE: An organization of independent consultants, freelancers, and small marketing service companies partnering with clients to link corporate vision to marketing and brand strategies.RESPONSIBILITY PROFILE: Primary consultant for projects developed through industry relationships.ACHIEVED IN THIS ROLESALES ENABLEMENT• I utilized a buyer focus meetings to develop information, messaging, tools, and created a new sales strategy, focused on de-commoditizing a portion of product sales. This delivered the client’s (SeverCorr Steel) faster time to market and capital expansion.GO-TO-MARKET• I developed the go-to-market strategy for the $60MM Steel Dust Recycling Co. (SDR). Once implemented, sales grew to the point where SDR became an attractive takeover target and it was acquired in its first year by their largest potential competitor, Zinc Nacional. SUPPLY CHAIN MANAGEMENT• I developed an international supply chain in China to support a $100MM steel fabrication company.

The authority to create laws is given to an elected seven-member council. Council members are elected at-large for overlapping four-year terms and is considered a part-time position. The council establishes the annual compensation for city officials and employees, and enacts ordinances and resolutions relating to city services, tax levies, appropriating and borrowing money, licensing and regulating businesses and trades, and other city operations.The council may establish city administrative departments and divisions of departments in addition to those already established by the city charter. The council also appoints the clerk of council, who serves at the pleasure of council.

CORPORATE PROFILE: A $400 million entry door manufacturer. RESPONSIBILITY PROFILE: Recruited by CEO to lead marketing “turn-around”. Created role clarity, process improvement, alignment and consolidated vendors. This drove greater efficiency, saving ~$500k.ACHIEVED IN THIS ROLEBRAND DEVELOPMENT• I lead a market analysis and mapping project to launch the company’s replacement and re-model strategy. STRATEGIC PLANNING• I served as marketing advisor in the development of a strategy to become a $1B building products company.

CORPORATE PROFILE: A cultural change organization that ensures business strategies are aligned within every organization served, primarily Global Fortune 500 clientsRESPONSIBILITY PROFILE: Member of the senior leadership team responsible for long-term strategy in transitioning an early stage company focusing on strategic learning solutions and products. ACHIEVED IN THIS ROLEMERGERS /ACQUISITIONS / DIVESTITURES• I was contracted by the Chairman of BHP and former Duke Energy Chairman prior to the Billiton merger and tasked to build a communication strategy (18K employees) for a new Portfolio Management strategy (M&A & Divestitures of assets in the portfolio). I clarified, expanded, tested, aligned and used visualization and Socratic dialogue exercise for roll-out. This brought clarification and alignment at the C-Level and employee level. BHP closed or sold certain assets and acquired / merged with its major global competitor 9 months later to emerge as the largest global player in its market space. This strategy was used for Sygenta and Dow Chemical.

Managed two major sales territories comprised of over 160 customers in fifteen states, ranging from distributors to OEM’s and automotive, generating $225 million in annual revenues. Transformed commodity price strategy to a target market strategy increasing annual regional revenue and margin commitments in excess of 35%. Selected to participate in a divisional management group focused on merger, acquisition and growth strategies. Provided leadership in segmenting the division’s flat rolled market to refocus efforts and forge a more strategic relationship with significantly higher margins.

Developed a strategy to grow existing accounts based on customer motives, end uses and pricing initiatives resulting in significant increased sales in every territory managed.