Sample projects, successfully completed: • Turnkey due diligence, all negotiations, and integration of $60MM revenue acquisitions for $6B international client in western Canada.• Identified and monetized contract opportunity providing client with additional $25MM bottom line.• Interim CFO for several companies.• Led successful restructuring of significant municipality in Midwest.• Led turnaround, restructuring, and refinancing initiatives in a variety of industries.• Executive coach for several C-level executives.• Initial Sarbanes-Oxley compliance for Spartan Motors, Charlotte, MI (NASDAQ: SPAR).• Process analysis for Toyota Motors Manufacturing, Erlanger, KY.• Interim CFO for national distribution and retail company.• Provided guidance to Fortune 50 Corporation in divesting underperforming plants.

P&L responsibility for results of full service food broker. Oversaw all facets of risk management, finance, accounting, banking, operations, customer service, budget, expense management, and legal issues. Personally managed complete IT overhaul in crisis situation. Primary EVA generator. Proactively transformed workforce to 100% remote-capable.

• Recruited by international investment group to significantly increase financial and operations talent after purchasing Patriot.• P&L responsibility for global manufacturer of satellite tracking and solar electrical systems.• Direct reports include Finance, Purchasing, Inventory, IT, and ERP groups; oversight of Sales and all corporate communications and strategy; shared responsibility for implementation of Lean Manufacturing with Director of Manufacturing.• Personally nominated by SBU president in London into Cobham High Potential Programme for high level promotable talent on a global basis for 13,500 employee organization (Top 1%).• Identified and monetized 50% reduction in labor costs in 90 days; further worked to convert significant fixed cost base to variable wherever possible to sustain profitability in erratic global sales environment.• Identified and sold noncore product line for $1M gain.• Developed cost reduction program to deliver $2M annual benefit.

• P&L responsibility for 335 projects in U.S. and Canada in contracted water, wastewater, and utilities projects, as well as construction projects in both countries.• Selected to Tyco International’s global Organization and Leadership Review program for highly promotable executives throughout the 250,000 employee corporation (Top 1%).• Responsible for risk management, identifying and monetizing opportunities to personally lead financial turnaround of historically troubled group.• Designated troubleshooter for highest priority operations, strategic, and financial problems in North American group.• Redesigned forecast and budget processes to dramatically improve predictability of the business and integrate with operations workflow.• Company was unprofitable for 10 years prior to my tenure. Led division to achieve bonus payouts for the first time in 11 years in FY07 through extensive cost reduction, strategically repositioning underperforming projects, and creating a sense of urgency emphasizing immediate performance enhancement. Group earned double bonus in FY08 for first and only time in company’s 40 year history.• Personal EVA initiatives resulted in $2M contribution to bottom line in FY07; $4M contribution in FY08.• Responsibility for carving out NACO business unit financials from previously consolidated reporting to allow for separate marketing and sale of NACO unit to maximize return to owners and stockholders.• Senior member of team that sold the company for $510MM in 2008.

Unique startup company focused on providing onsite services to people at work, while they are working, marketed to companies throughout West Michigan.

Responsible for three divisions plus North American group and consolidation issues for this $300 million Tier One automotive supplier that earned General Motors Supplier of the Year status. • Hired from consulting basis to take the place of three managers: Plant Controller, Group Controller, and Group Manager of Information Systems.• Spearheaded $6MM cost reduction initiative. • One of four senior directors of the company.• Included in Accelerated Executive Development for top 1% of all employees (139,000).

Directed all operations of this Tier One automotive supplier with UAW workforce. Promoted from Controller after four months. Implemented Lean Manufacturing in a team environment. Direct reports include Sales, Finance, Engineering, Manufacturing, Human Resources, Quality, IT, and Purchasing. • Increased operating profitability by over 300% while sales increased only 10% through extensive cost reduction and productivity enhancements of $1MM annually in a facility of $13MM revenue.• Spearheaded effort to diversify division away from dependence on OEM automotive market, while utilizing existing equipment and personnel.• Personally conducted sales efforts with new and major customers.• Chief negotiator for UAW contract. Obtained four-year agreement with very favorable terms for the company without a work stoppage in a difficult union environment.

Directed all production activities. Directed Engineering, Manufacturing, Sales, Human Resources, and Accounting. Added divisional controller responsibilities upon resignation of corporate CFO after six months. • Division was #5 of 5 in profitability in 1994; in 1996, made more than all others combined.• Implemented countless financial and operational checks and balances to ensure systems integrity.• Created and implemented process integration program that saved company $1.8 million annually through objective analysis of all company processes, product lines, and procedures.