The Machineosaurus Manufacturing Company is a contract manufacturer / build-to-print machine shop focused on the industrial automation, specialty machine, and medical device industries. • Acquired and operated a three person, completely paper-based CNC machine shop with three primary customers and transformed it to a systems-driven, process-oriented contract manufacturer with eight employees.• Grew revenue 25% while weathering a 50% volume reduction from the predecessor company’s core customer (~60% of prior revenues) by adding five new customers. • Reduced concentration risk with no single customer representing more than 25% of sales (two customers ~22.5%).• Implemented the Entrepreneur Operating System (EOS) to align organization and drive culture, accountability, and a focus on growth and operating improvements: -- Introduced lean principles and a 6S project• Enhanced systems and capabilities by standing up ERP (StartProto), Quoting (Paperless Parts), and design / CAM software (Autodesk Fusion).

QuickFitting is a leading innovator and a manufacturer of tube and wire connection tool and technology solutions for the plumbing, HVAC, electrical building products and industrial and municipal pipework industries.• Recovered the company from receivership and led a transformation incorporating all aspects of the business, including a facility relocation and complete transformations of commercial, new product development, product lifecycle management, manufacturing and quality, operations and supply chain, finance and accounting functions, and ERP and CRM installations.• Grew revenue 3 times and revenue run rate 8 times in two years by: --successfully negotiating four multi-year private label manufacturing agreements, including two that launched QuickFitting products internationally (Canada, Mexico, Europe, Australia, New Zealand, Korea) --establishing a nationwide manufacturer’s representative sales network and implementing a defined, repeatable, trainable, data-driven, CRM-based selling process and management system focused on pipeline sufficiency, sales enablement and individual salesperson effectiveness --launching three new product lines, re-launching two dormant product lines, and expanding the company’s core product line SKU count by 20%. --creating an outbound inside sales force and standing up online sales at Amazon.com and HomeDepot.com • Hired an entirely new management team, including Chief Financial Officer, Chief Operating Officer, Chief Commercial Officer and established a complete product management and engineering function to surround and commercialize the company’s considerable innovation capabilities.• Fortified QuickFitting’s supply chain and operational capabilities, introducing new RFP, quality, and sales and inventory management processes (SIOP).

Built the leading global manufacturer of innovative, verified, safe and environmentally conscious critical infrastructure asset integrity solutions used to construct, maintain, and rehabilitate transmission pipelines, water mains, industrial pipework, and civil structures in 70+ countries (left upon completion of transitional period after sale of company).• Grew revenue ten-fold in less than four years with half coming from organic growth and the other half coming from acquisitions.• Expanded EBITDA from $0 at start to more than $20mm after completion of sale and integration for new PE owners.• Successful exit realized a net 7 times cash-on-cash return and a 588% IRR• Average organic sales growth of 20+% per year the result of a defined, repeatable, trainable, value-driven sales process combined with aggressive, analytics-based management using Salesforce.com • Sourced, led, and integrated six major acquisitions that contributed 50% of overall business growth. Purchased at value-accretive multiples. Delivered 20+% organic sales growth for all acquisitions post-close.• Improved variable cost contribution margins from 55% to 72% over three years through strategic price optimization (~10 ppts), strategic sourcing (~5 ppts), lean operating improvements (~2 ppts).• Built a management team from the ground up, transitioning from one operating executive to a full management bench, including a CFO, CMO, CHRO, and three business unit presidents.• Recognized by employees for creating a safety-conscious, values-based, data-driven, high-integrity culture that promoted and rewarded collaboration and continuous improvement.

Served in three leadership roles at two portfolio companies. Promoted to CFO of their largest portfolio company and their largest and longest single investment.

• Established $30mm of ongoing operating improvements and $20mm one-time free cash flow improvements; Led end-to-end business transformation program encompassing go-to-market, operational execution, organizational realignment, and technology strategies.• Brought 80/20 philosophy to operations, utilizing data-driven insights to focus on largest and best opportunities (the “80”) and eliminate the cost, complexity, and distractions associated with less profitable opportunities (the “20”).• Leveraged Kaizen events to transform field work execution with a continuous improvement culture at the site level. Margin improved 250bps at these sites, translating into $15mm of annualized profit improvement.• Established a commercial war room to enhance customer alignment around contract billing rates and invoice delivery, resulting in margin at these sites running 50 bps above plan and $7.5mm total profit contribution.• Remediated $7.5mm of project execution risk by introducing phase review and governance processes for fixed-bid construction support projects. Established SOPs for project opportunity, award, initiation, execution, change management, and close.

• Resolved liquidity challenges by improving receivables management and strategically managing payables and capital expenditures. Delivered record high free cash flow during 2015 (a $109mm Y-o-Y improvement).• Established FP&A function that created first-time visibility into unit economics. Improved bid margins 100 basis points and contributed to a 10 ppt win rate improvement.• Led 22% SG&A reduction and restructuring initiative including implementation of share services functions for AR and AP.• Identified and implemented asset utilization improvement opportunities resulting in a $10mm permanent reduction in maintenance capital expenditures.• Opportunistically executed operating lease buyouts that yielded an annualized $5mm improvement to EBITDA.• Successfully amended and extended a $125mm revolving credit facility and stabilized relationships with lending community.

Reported to CEO of this $600mm environmental and industrial services firm. The environmental services division was a $250mm operating unit providing hazardous waste pick-up, recycling, transformation, and disposal services to major retailers and industrial manufacturers in all 50 US states (left upon sale of company).• Led seller due-diligence; successfully defending EBITDA adjustments and delivering the transaction without price adjustment for 23x trailing earnings (9x forward). • Implemented activity-based costing to drive a strategic pricing initiative resulting in a 70 basis point variable cost contribution margin improvement.• Devolved P&L ownership to regional management and provided financial analysts to partner with the business; teams identified and executed 300 basis points of operating income improvements.• Resolved invoice leakage and improved billing accuracy, enhancing margins by 40 basis points by standing up a billing audit / approval queue for high-risk invoices.• Utilized financial data mining and partnered with and supported the logistics team to enhance pick-up route density, growing gross margin by 50 basis points.• The environmental services division sale resulted in a more than doubling of LG’s original investment in the total company and a 23% IRR: LG later sold the Industrial Cleaning Division to Little John Investments.

Led a team of value sellers throughout the central U.S. and Canada to deliver value-based selling engagements in large, named accounts. Partnered with regional sales leadership to deliver overall value selling management and oversight, complete value-based account planning, and train account managers in value selling conversations and techniques. • Achieved 110% of quota in first year in the role, 108% in second year. • The US Central and Canada Value Sales team led Oracle in quota attainment, deal quantity, deal size, size, close rate, and profit margin during this time.

Divisional Chief Financial Officer responsible for financial operations, finance shared services, accounting and controls, reporting, tax, financial planning and analysis, capital spending and information technology at a $250mm industrial cleaning and maintenance program services provider. (Left due to bankruptcy – parent co was 10x levered at start date) • Reduced aged receivables by 50% and improved DSO by five days through increased focus, coordination and collaborative collection efforts across a distributed 20+ branch infrastructure. These efforts helped stave off eventual restructuring by six months.

Collective Brands was the western hemisphere’s leading footwear manufacturer and the parent company for Stride Rite, Sperry, Keds, Saucony, and the 4,300 retail outlet Payless Shoesource chain.• Promoted to finance lead / divisional CFO for the Payless Shoesource Division• Drove the implementation of a continuous improvement / six sigma program and oversaw a $60mm operating expense reduction achieved via store labor hour planning process improvements.

Recruited by Mr. Robert W. Davis, the company’s newly hired CFO and my supervising executive at Dell, to aid in control redesign, Sarbanes Oxley documentation, and finance department reconstitution in the wake of an accounting scandal that led to the incarceration of several key executives from the world’s fourth largest software company. • Established long-term strategic and financial plans, annual forecasts and budgets, capital plans, and quarterly financial outlooks. Helped reposition the company for growth by leading in the integration of six acquired companies.• Sat on executive-level disclosure operating committee responsible for all external financial communications.

Multiple promotions and roles during five-year tenure at the world’s largest global PC manufacturer. Averaged top 25% performance rating during career at Dell.• Senior Manager, Corporate Financial Planning and Analysis• Senior Financial Analyst• Brand Manager—Full P&L responsibility for $20mm Software & Peripherals and Consumer Financial Services product sales business unit of the Dell Outlet. Tripled year over year revenue growth and doubled operating profit as a percentage of revenue for the Software and Peripherals portion of the income statement. Achieved the highest financial services attachment rates in the company, moving from approximately 15.5% on average to 22.5%. Selected by Chief Operating Officer Kevin Rollins to teach and implement techniques globally in similar businesses that replicated throughout Dell.• Communications Specialist

Handled public relations programs for technology leaders including Hewlett Packard, Dragon Systems, PC Docs, Electrohome Ltd, ProcureNet, and Engineering Automation, Inc. Michael James & Company (and its predecessor Rogers Communications) was a public relations consulting firm for companies in the technology industry.