Mark Bevan Email & Phone Number

Compton, Ca, Us

IPS is a private equity firm-owned manufacturer of rough plumbing and roofing supplies for the construction industry, with operations throughout the US, Europe, and Asia, 8 manufacturing sites, and global wholesale and retail distribution. In 2022, based on my recent experience with global supply chain transformation, the Chairman of the Board and former CFO of Danaher Corporation tapped me to develop and implement global strategic sourcing strategies, reduce COGS, and grow EBITDA for multiple commodities. Since then, I have been reporting directly to the company’s CEO. Highlights: Cost Savings & P&L Success ► Obtained annualized cost reductions of 22% with P&L impact of 15% in 2023. Demonstrated the potential for ~6X the initial estimate proposed ►Developed and implemented new standard processes for cost reduction and tracking, funnel development, and project management. Introduced a matrixed centralized corporate shared services procurement group focused on YOY spend reduction. EBITDA Impact ► Increased EBITDA by 20% while volumes remained steady. Supplemented EBITDA further after completing the acquisition due diligence and post-acquisition integration of 3 companies as strategic add-ons. Operating Companies: Weld-On®IPS Adhesives®IPS Corporation®IPS Roofing Products®

New York, Ny, Us

In 2016, I was recruited to join a multibillion-dollar private equity and credit investment firm focused on middle-market companies, Centre Lane Partners. As Managing Director and senior-most operating partner, I piloted the fast and focused turnaround of distressed organizations across our multi-category portfolio. Drawing on vast operational, supply chain, sourcing, and logistics expertise, I rapidly optimized our spend and expanded margins, while driving innovation, agility, and value creation—from origination to exit.𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– PE-OWNED COMPANY EXECUTIVE ► Served as embedded executive and transformation leader for 9-figure portfolio companies. Orchestrated supply chain transformation (VAVE, S&OP, agreement reconfiguration) of consumer products leader that played a vital role in an award-winning turnaround and successful exit for 6X multiple.– CENTRE LANE ASIA LEADERSHIP ► Helmed wholly owned supply chain subsidiary based in China, as President of Centre Lane Partners Asia. Directed team of up to 60 FTEs to support all portfolio companies and Asian business partners via strategic sourcing, product development, quality control, and supply chain transformations.– TRANSACTIONAL DUE DILIGENCE ► Informed the investment theses of dozens of transactions (prospective and executed), to include buyouts, recapitalizations, corporate carve-outs, and restructurings.𝗠𝘂𝗹𝘁𝗶-𝗖𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗙𝗼𝗼𝘁𝗽𝗿𝗶𝗻𝘁– Consumer– Business and Financial Services– Healthcare– Industrial– Technology

Brookfield, Wisconsin, Us

I was tapped by a former manager to lead the supply chain transformation of a multibillion-dollar global manufacturer of specialty vehicles, REV Group (NYSE: REVG). My vision was to reshape our supply chain into one that is built to last, with a three-fold goal of driving value creation for our shareholders, employees, and customers. Toward that end, I redefined our supply chain organizational structure and established a strategic, centralized approach to sourcing and purchasing. We maximized spending across our production network (14 manufacturing plants and 23 brands), ensuring a robust supply of critical commodities to produce 19K vehicles annually. 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– MATRIXED ORGANIZATIONAL DESIGN ► Architected and introduced matrixed supply chain organization. Recruited high-potential talent, built a top-performing team from scratch (including Commodity Managers, New Product Development Managers, Financial Analysts), and laid groundwork to impact P&L exponentially.– GLOBAL SUPPLY CHAIN MANAGEMENT ► Steered all aspects of REV Group’s supply chain, from controlling $1.2B global spend and delivering on procurement milestones, to leading REV Group’s quality, logistics, and distribution journey. Launched new supply bases in APAC and LATAM that yielded double-digit cost savings. – CHANGE AGENT ► Recognized for building partnerships, empowering people, and driving change—up and across 7,000+ FTE business—without benefit of direct reporting relationships. Secured consensus for multi-year funnel of cost-reduction projects; aggregated spending power of multiple businesses; and opened the door to outperform goals. 𝗕𝗿𝗮𝗻𝗱𝘀 (20+)– Commercial (Collins®, Magellan™, ENC®)– Fire (E-One®, KME™, Ferrara™)– Emergency (AEV®, Horton®, Road Rescue®)– Recreational (American Coach®, Fleetwood RV®, Holiday Rambler®)

Milwaukee, Wi, Us

In my culminating position at $1.9B Rexnord (NYSE: RRX)—my second promotion in three years—I stepped into the newly created role of Vice President of Supply Chain, Power Transmission. The Power Transmission Platform, Rexnord’s largest enterprise, is comprised of three core businesses (Bearings, Couplings, and Gears) that account for 10-figure revenue. My goal was to convert our supply chain function from a cost center into a value driver and growth lever; front and center in my optimization program was elevating our sourcing arm. 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– SOURCING PROGRAM TRANSFORMATION ► Formed platform-level, centralized Sourcing Group, within weeks of onboarding, which introduced a systematic approach to investment decisions, facilitated cross-business sourcing, and maximized direct commodity spend of $200MM.– GLOBAL SUPPLY CHAIN MANAGEMENT ► Piloted global operation (including commodity leaders, project engineers, and procurement managers) that reshaped and reinvigorated an input pipeline to feed manufacturing sites in North America, Europe, Asia, Australia.– ASIAN ENTITY LEADERSHIP ► Led WOFE (Wholly Owned Foreign Entity) in China and created complementary supply chain—injecting resilience and cost savings—in support of Asian manufacturing bases.

Milwaukee, Wi, Us

Within one year of hire, I was promoted to Director of Supply Chain, Bearings Group. Reporting directly to the President of the BU, I defined our $200MM business unit’s supply chain vision and strategy, including charting a global SIOP roadmap to modernize and synchronize every supply chain function. 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– SUPPLY CHAIN EXCELLENCE ► Guided team to achieve double-digit improvements in on-time delivery and inventory turns for standard and fully customized bearings solutions, while mitigating risk by placing the lion’s share of spend under contract.– TOP 20 HIGH-POTENTIAL (HIPOT) LEADER ► Recognized as one of the most promising leaders at Rexnord and invited to join the CEO’s Leadership Development Program.

Milwaukee, Wi, Us

In 2009, I joined Rexnord in a complex supply chain environment, amid a bullwhip demand scenario during the recovery phase of the Global Financial Crisis. I dedicated my first few weeks as Director of Sourcing, Bearings Group, to create a strategic plan and implementation roadmap to revitalize our sourcing operation. Within 1 quarter, we sharpened our demand signal processing and forecasts; mapped out a robust procurement plan; and optimized production. Our efforts included strategic sourcing, VAVE, variance reduction, and leveraged spending initiatives that laid the foundation to rise above an unstable and unanticipated demand environment.𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– GLOBAL SUPPLY CHAIN TURNAROUND ► Ignited double-digit improvement in on-time delivery and component availability, while reducing costs and slashing line shortages by ~98% within the first year.– RAPID GROWTH ► Recognized for excellence during a period of substantial disruption and turbulence with a quick promotion to direct the $200MM Bearings Group’s entire supply chain.

Us

Within two years, I was promoted to serve as Corporate Director of $5.8B, Fortune 500 manufacturer of recreational watercraft and equipment. As Director, I envisioned and executed a global sourcing strategy that supercharged our procurement ecosystem, which spanned 33 brands, 22 manufacturing locations, and 6 business units. 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀– SUPPLY CHAIN VALUE CREATION ► Integrated previously siloed Brunswick units, captured synergies at the intersection of our brands, and optimized an annual spend of $630MM to create a value-driven procurement organization.– TALENT ENGAGEMENT & DEVELOPMENT ► Recruited, onboarded, and mentored supply chain team of 7 direct reports (hundreds reporting up organization); orchestrated cross-functional contributions among engineers and marketers in new product development.