Mike Hoffmann Email & Phone Number

Charlotte, North Carolina Area

Dayton, Ohio Area

• Reduced inventory investment 15% and improved Customer On-Time-Complete metrics by implementing robust Sales and Operations Planning process • Identified over $2.5MM of COGS savings by developing short and long term strategies and optimizing global supply chain for ACCO-owned manufacturing facilities, global suppliers, and global products• Improved internal culture survey scores by fostering atmosphere of continuous improvement, use of best practices, and personal challenge for Operations and Global Supply Chain Team• Reduced airfreight expense $1MM by implementing supplier capacity planning and pre-build for the back to school season• Delivered new products generating $19MM in Sales annually by synchronizing NPD activities, aligning Marketing innovative product and cost requirements to Suppliers capabilities • Saved $800k of SG&A by applying Lean principles to Customer Service, Demand Management, and Sales Support processes• Identified and successfully insourced $2MM of COGS, leading to $1MM savings and incremental absorption supporting strategic objective for maximizing use of US-based manufacturing resources • Exceeded $1MM in synergy goals by leading Operations / Supply Chain Integration Teams in MeadWestvaco and ACCO Brands merger • Reduced Product Support cycle time for new product introduction by 30%

Dayton, Ohio Area

• Generated analytics and reports for SEC filings and bank filings required to maintain compliance with debt covenants• Critical in establishing FP&A department that provided analysis and commentary supporting private equity ownership’s data driven culture• Drove focus on mill cost savings and generated data for external reporting by creating processes for identifying and reporting productivity at all mill location • Led annual planning 3-year process for Operations and created supporting documentation for presentation to CEO and Board, used by ownership to create the Business Plan and set financial funding for NewPage• Instituted inflation forecasting process for mill operations and analyzed purchased commodities for potential hedging• Implemented grade rationalization, mix improvement, and supply/demand balancing analytics optimizing return sales and mills production

• Manager of Product Support and Inventory Management (1/2003 – 6/2006)• Senior Operations Analyst (8/2000 – 12/2002)• Integration Site Lead (11/1999- 8/2000)• Operations Manager – Blair Plant (4/1998 – 11/1999)• Controller – Blair Plant (6/1996 – 3/1998)• Staff Accountant (9/1994 – 5/1996)• Identified and executed $15MM in annual COGS savings by leading Supply Network reconfiguration that resulted in plant consolidations (from 8 to 2)• Generated $40MM profit improvement over 4 years by transforming business model from commodity to Value-Added focus as Analytical Lead on Senior Leadership Team • Enhanced Customer-centric focus by instituting cross-functional reporting to measure operational performance through individualized metrics of key Customers • Awarded “Five Star” Sales Award, the only non-Sales professional ever to win this award for implementing improvements to Supply Chain, resulting in Customer service improvements and incremental sales opportunities • Reduced Inventory 35% in 3-year period, while improving Customer Service levels by focusing on forecast accuracy and production scheduling• Achieved $25MM in synergies, exceeding targeted synergies identified, as site and functional lead in At-A-Glance acquisition integration • Improved employee participation in safety activities and improved LWDIR by implementing behavioral-based safety program• Negotiated 3 year labor contract for Division’s largest manufacturing facility, avoiding work disruption• Increased production capacity 5% and decreased production overhead rate of Divisions largest manufacturing facility by implementing engineering projects and applying Lean Manufacturing principles to key manufacturing lines