OUC: "The Reliable One" is a municipally owned public power and water utility providing service tomore than 260,000 customers, and is the 14th largest municipal utility in the United States. The utility operates and maintains a portfolio of assets, systems, and services to include the production, transmission and distribution of electric power, the production and distribution of water, as well as chilled water, outdoor lighting, back-up generation, electric vehicle charging, and solar energy production and delivery.In the CTTO role, I have responsibility for OUC's strategy design, transformational ESG and sustainabilityinitiatives, emerging renewable technologies, business process optimization, and the utility’s broad information technology portfolio.

• Serve as executive advisor on business strategy, technology solutions, and operational scaleup• Assist in fundraising and customer relationship activities

Oversee strategic direction and corporate governance.• Serve as a Member of the Corporate Governance and Compensation Committees.• Provide key oversight for the overall business strategy/organization.

• Global leadership for Engineering, New Product/Process Development, Digital/AI, and Disruptive Innovation (Electrification, ESG) functions within SBD’s Industrial business segment (610 employees total)• Developed and deployed strategic innovation roadmap, product development stage gate process, and novel customer solutions, enabled significant vitality growth in <12 months and on track to deliver ~$400M in revenue by 2025• Initiated ESG and Electrification Innovation roadmaps, project portfolio, and key metrics for the Industrial business segment to support Corporate Sustainability objectives for SBD• Developed strategy and scaled Global Excellence Center in Bangalore, India to drive acceleration of Innovation projects, enable new Centers of Excellence in Digital/AI, Industrial Design, and Electrification, and provide increased focus on new product development within Asia

Vistage is the world’s largest CEO coaching and peer advisory organization for small and midsize businesses. For more than 60 years, we’ve been helping CEOs, business owners and key executives solve their greatest challenges. Today, more than 23,000 members in 20 countries rely on Vistage.As a Vistage Chair, I lead private advisory boards for non-competing CEOs, business owners and executives to help them step out of the day-to-day to think differently, gain insights, make better decisions, take bold action and generate meaningful business results.If you would like to learn more contact me: michael.murtagh@vistagechair.com.

Global P&L responsibility for $1.8 billion Specialty Alloy Operations (SAO) business unit (12 sites and 3,600 employees), including manufacturing; quality and non-destructive testing (NDT); supply chain; engineering; and technology functions. Executive Officer for Carpenter, reporting to the CEO. ▪ Enabled step-change improvements in manufacturing safety, productivity and reliability, which have led to a 35% improvement in operating income and record business unit earnings in seven of the last nine quarters. ▪ Drove implementation of the Carpenter Operating Model (Lean manufacturing) to enable significant improvements in safety, manufacturing quality/efficiency, on-time delivery, lead-time reduction and cost savings. o OSHA Total Case Incident Rate (TCIR) reduced by 25% with focus on GEMBAs, standardized work and proactive hazard assessments. o Rate/efficiency improvements as high as 55% observed across manufacturing work centers. ▪ Led transformation in supply chain and quality organizations, including the implementation of an improved SIOP process, improved forecasting/planning methodology and revamped quality management systems.▪ Created Supply Chain Analytics and NDT centers of excellence to drive advanced digital approach to this function. ▪ Key Lead Team Member responsible for development of Carpenter Digital Strategy, including Machine Learning (for cost of poor quality improvements), Digital Factory Floor and Supply Chain/Inventory Management.o Successful pilots completed at multiple manufacturing sites.

Global responsibility for corporate R&D, Quality, Innovation and Process Services. Member of the Executive Committee for Carpenter, reporting to the CEO. Responsible for the transformation of the Carpenter innovation culture and overall technology development strategy to drive organic business growth, including new product development, external collaborations, ideation pipeline and novel process technology. ▪ Implemented new innovation methodology and portfolio management process within Carpenter to drive increased customer understanding, project execution and balanced investment across the market segments. ▪ Increased new product sales by three times in 18 months. ▪ Key business lead in the development of new growth initiatives, including additive manufacturing, soft magnetics for electrification and titanium materials.▪ Developed/implemented the additive manufacturing (AM) strategy across the Carpenter business, including the commissioning of a new AM Technology Center, development of strategic partnerships and optimization of the AM supply chain. ▪ Key lead team member for M&A evaluations and acquisitions, including purchase and integration of businesses in the metal powder and additive manufacturing space. ▪ Business lead of the Science and Technology subcommittee for the Board of Directors, which evaluated the technology growth strategy and new product portfolio.

Global responsibility for corporate R&D, innovation, corporate development, Lean manufacturing, process/capital engineering and intellectual property. Member of the Executive Management Team; reported to the CEO. ▪ Directed transformation of innovation culture and technology strategy to drive future revenue and EBITDA growth, including the identification of new business and operational cost-reduction opportunities. ▪ Delivered more than 20% per year of total company revenues in new product sales, including the implementation of key automotive insulation mats, emission control filters, fire protection products and high-temperature furnace blankets. ▪ Implemented new capital improvements on time and on budget, including 12 new specialty fiber production lines and a new automotive insulation mat line. ▪ Delivered manufacturing cost-savings through step-change process improvements and world class manufacturing (Lean manufacturing) initiatives.

Global responsibility for Central Manufacturing Operations, R&D, capital/process engineering, Lean manufacturing, quality, intellectual property, environmental health & safety and procurement organizations within JH. Leadership responsibility for capital manufacturing expansions for the global JH business, including implementation of new production capability in the Plant City, FL, Cleburne, TX and Fontana, CA plants. Member of the Executive Management Team; reported to the CEO. ▪ Generated new revenue and EBIT (43% increase over the prior two years) by developing a new product strategy, driving Lean manufacturing implementation and capturing key business customers. ▪ Delivered 11 new product transfers, including the implementation of the ColorPlus product portfolio – the development of coating/painting/surface treatment technologies and operational implementation into JH plants. ▪ Directed the implementation of the Stage-Gate and Lean Six Sigma processes, which resulted in step- change improvements in product implementation, manufacturing efficiency and annual cost reduction.

Led product portfolio in the Automotive and Diesel Technologies divisions via the leadership of Advanced Ceramic Technology Department. ▪ Enabled new revenue streams through the development of the technology portfolio and by driving the implementation of breakthrough automotive and diesel substrate products.▪ Delivered five product transfers of new automotive and diesel products that enabled new revenue streams and access to new strategic customers. ▪ Developed new manufacturing technology for the Corning plants that delivered annualized cost reduction and significant product quality improvements.

Directed semiconductor optics product portfolio, including manufacturing implementation, commercial strategy, technology development, project portfolio management and talent development. ▪ Enabled new business growth by driving breakthrough product innovation and key strategic partnerships (including Zeiss, Canon, Nikon). ▪ Delivered new optical lens products through novel technology improvements.

Project Manager for R&D program focused on developing novel ceramic substrates for next-generation automotive emissions needs, which resulted in two product transfers. ▪ Co-inventor of SMF-28® ULL and Vascade® EX1000 ultra-low attenuation optical fibers for terrestrial and submarine applications. ▪ Co-inventor of Corning ClearCurveTM optical fiber, which was honored by Time magazine as one of the top inventions of 2007 and was given the 2008 R&D 100 Award.

Plant manager for specialty optical fiber manufacturing facility at Corning Inc. Supervised manufacturing operations for Corning Specialty Fiber products, including fiber amplifiers, polarizers and bend-insensitive products. ▪ Delivered significant annual manufacturing cost-savings and improved product yield by 15% to 20% via step-change improvements in specialty fiber manufacturing. ▪ Implemented statistical process control and improved QA/QC systems for the operations facility.

▪ Conducted extensive research that resulted in 14 patents. ▪ Performed extensive research into erbium-doped amplifier fiber, fluorine doping of glass preforms for telecommunications products, and the fundamental materials behavior of vitreous silica, including the first observation of an anomalous density minimum in this glass.