Member of the Board of Directors and serve on the Audit Committee.

CFO for a building products company with 40 locations in 10 states. Initially retained as a consultant to guide the Company through the preparation of a strategic plan and later hired as the CFO. In that capacity, I have managed the refinancing all debt of the Company through the issuance of 144A bond and have provided oversight relative to multiple acquisitions.

Partner in a regionally-based consulting firm providing CFO services on a part-time and project basis to small and mid-size businesses. Activities included assisting a Company in refinancing the balance sheet through the issuance of 144A debt and a profitability improvement project for a private equity portfolio company.

Chief Financial Officer actively engaged in growing an automotive Company that produced highly engineered powertrain parts from sales of $100 million to $400 million through a series of five acquisitions, three domestically and two internationally. Initiated two greenfield operations in Eastern Europe and China. The Company derived 70% of its sales and EBITDA from Europe and Asia.Worked with 5 different multinational banks and bulge bracket investment banks to establish the financing to support the acquisition and organic growth of the Company.Structured and marketed debt facilities including international debt structures, bond offerings, private placements and mezzanine financials. Aggregate financings exceeded $1 billion.Along with other members of the Executive Team, worked through the recession in 2008 and 2009 successfully implementing headcount reductions, lowering breakeven points in Europe and North America, reducing work weeks in Europe, significantly reducing outside spending and directing the organization to improve working capital to withstand a 40% sales reduction.Oversaw and directed a 60% sales improvement in 2010 and a 500% improvement in EBITDA.Actively engaged in all acquisitions of the Company responsible for due diligence, financial structure, debt placement, equity raising and all legal agreements.Managed two complex divestitures, once in North American and one in France.Directly the Company's country heads to establish greenfield plant operations in Hungary and China.Had primary responsibility for working with Lazard to broadly market and successfully sell the Company in 2011 to 3i, a UK-based private equity fund.

Chief Financial Officer for NYSE-listed company. Was hired shortly after the Company went public and was actively engaged in growing the Company from sales of $60 million to $500 million, and increasing the stock price from the initial IPO price of $10 to $37 per share through a series of four acquisitions, two domestically and two internationally. Sourced and structured all debt and equity financings to support the acquisitions through a series of multinational debt arrangements and incremental public equity offerings. Actively involved in the negotiation and sale of the Company to GKN, plc. in 1997. Sinter Metals was an Ernst & Young Entrepreneur of the Year winner in 1997.Responsible for all SEC reporting and bank compliance reporting.Worked directly and communicated with all stock analysts. Met or exceeded all analysts' estimates throughout the period as CFO.Actively engaged in all acquisition activity, responsible for negotiating the transactions, securing the financing and directing the due diligence.Responsible for all financial activities in 23 plants in five European countries and North America.

Vice President for two private equity funds of Banc One Capital Corporation focused on mezzanine and equity investments in the middle market. Was responsible for originating transactions, closing transactions and on-going portfolio management. Initiated five transactions with total investments of approximately $50 million.

Private equity group responsible for originating and closing equity investments in the middle market. Was the principal financial officer responsible for due diligence, structuring of all transactions and financial portfolio management.

Worked in various capacities and increasing levels of responsibility in the audit practice. Key activities concentrated on audits of publicly held companies and specialized in due diligence activities for acquisitive clients.