Columbia Home Services (“CHS”) is a US residential and light commercial home services platform focused on repair, maintenance, replacement and installation services in secondary but growing markets across the US. CHS is based in Dallas, Texas

RESPONSIBILITY PROFILE: Intermediaries providing contractor advisory services in the Home Services & light commercial space (i.e., HVAC, Plumbing, Electrical, Roofing & Pest Control). I contribute uniquely and efficiently to buy-side and sell-side companies on merger/acquisition processes, conducting market research and assisting companies to raise capital for M&A to include aiding business profitability.

CORPORATE PROFILE: A Family Office in Private Equity.

CORPORATE PROFILE: A Specialty Finance Sub-Prime Lender.

CORPORATE PROFILE: A local Vehicle Rental, Custom Build & Bodywork Business.

Reach me at: paul.adams@medeyesglobal.comMEDEYES GLOBAL, ATLANTA, GA 2013-PRESENT A pre-revenue startup (medeyesglobal.com) committed to finding effective, reliable, and safe solutions for acute care environment's most urgent problems, from nosocomial infections to patient falls.

CORPORATE PROFILE: A $55M+ Home Services Company with 300+ employees. RESPONSIBILITY PROFILE: I architected the investment thesis to acquire residential HVAC companies inclusive of light commercial. I reported to the Board with a $1M CAPEX, a 10% revenue growth goal, and 300+ employees with ten direct. I supported organic and inorganic growth, M&A efforts, cross-functional leadership, and field operations. As part of efforts to stand up the organization, I was tasked with completing 15 different acquisitions across five states, identified nearly the all targets, led due diligence and negotiations, helped close all deals, and manage integration efforts, which included implementing systems (best-in-class software: Sage & Service Titan) to organize payroll/HRIS, accounting, field management, and more. These acquisitions were completed in just one year. These efforts increased revenue by $55M+ and profitability at a 12% operating income rate, which outpaced the industry average of sub-10%.

CORPORATE PROFILE: A ride-share app focused on children, seniors, and the special needs community. RESPONSIBILITY PROFILE: I reported to the Board with a 30%+ revenue growth goal and 75 employees with six direct. I was responsible for raising $2M in equity, organic growth efforts, and other operations. As a result, I received several accolades, recognition, and awards.

CORPORATE PROFILE: A $19M Home Service Repairs and Maintenance Company with 100+ employees. RESPONSIBILITY PROFILE: I reported to the PE Managing Partner with a $500K CAPEX, a 10% revenue growth goal, and 100+ employees with ten direct. I was responsible for architecting the investment thesis to acquire residential service & replacement HVAC companies to include light commercial. During this time, we raised $10m+ in equity to fund four acquisitions in Q1 of 2020 before we were struck by the pandemic.

CORPORATE PROFILE: A $435M Residential & Commercial HVAC Replacement & Maintenance Company with 2,800+ employees. RESPONSIBILITY PROFILE: I led the company's day-to-day restructuring efforts to transform the organization into a profitable (+26m EBITDA) portfolio company within 36 months. I also assisted with facilitating the sale of Service Experts to Enercare, a large utility based in Toronto, Canada.ACHIEVED IN THIS ROLEREDUCTION IN FORCE (RIF)• In the wake of 4 years' declining revenue and customer and employee attrition, Service Experts had lost $28M resulting in its acquisition by American Capital Ltd., charged with leading a RIF to restore profitability. I built the tactical strategy in tandem with functional leaders and led restructure focusing on SG&A reduction. Then, reassigned/released employees and trimmed the $12.5M payroll in the first 65 days. This effort delivered the first profit within just 90 days in four years and $28M by year-end 2015.BENEFITS RESTRUCTURE• I was commissioned by Investors to examine employee health benefits after continual healthcare increases. Investigation revealed multiple opportunities. Built and led a cost reduction strategy to reduce costs per employee per year (PEPY). Determined to migrate to a high deductible / HSA plan and educated employees on the differences. These efforts immediately increased the PEPY, cost-sharing ratio was reduced by 6.5% (84% to 77.6%), delivering the desired reduction.SAFETY / WORKERS COMPENSATION• The lack of structure concerning safety caused Workers' Compensation rates to rise. I created and implemented a strategy working with EH&S Director to reverse trends. This achieved an average of 47% reduction in claim frequency (TRIR, 63% LWD, 78 %WC, and 14%VAR). Reduced "all claims" costs by 26%. Once safety rates were restored, I researched and identified new vendors with better pricing, reducing costs.

HIRING EXCELLENCE• Field operations were experiencing profit decline and higher Variable SG&A making decentralized hiring decisions (current model) difficult for Sr. Management. I led a team to research and analyze select locations at 5 revenue thresholds and limited employee requisitions to SG&A. This established improvement goals on a profit basis and served as a scorecard based on profit thresholds. The new focus on SG&A increased Operating Income by 45% and gross margins by 8% within the year.PRICING STRATEGY• A $5M price increase was mandated but was not being realized. I was charged to investigate and recover the price increase. I researched and identified the sales force was heightening and/or doubling discounts to the point where the price increase was negated, then conceived a pricing reconfiguration and assembled a multidisciplinary team (I.T./Finance/Sales) to implement. A "price floor" was established within the year, eliminating the loss and preserving 90% of the price increase.MARGIN RECOVERY• Margin erosion caused by a higher Variable SG&A of field operations. Personally led a team to establish "best practices" based on 5 revenue thresholds. Launched a balanced scorecard with 12 variables enabling accurate performance measurement. This standardized productivity measurements/goals/requirements based upon actual data customized by productivity potential. These efforts yielded a 50% productivity increase, 8% G.M., and reduced SG&A by 1.3 points under P.Y.

H.R. BUSINESS PARTNERSHIP• HR had not been a true business partner, and management wanted a better corporate image for the employee base. I immediately created, led, and continually improved programs and training that provided a culture encouraging communication, provided rewards and recognition, and inspired professional and personal development. This achieved the Top 100 Places to Work list in 2009 in 2 years and built a sustainable infrastructure establishing H.R. as a business partner.TURNOVER REDUCTION• I was commissioned to reduce unacceptable employee turnover (27%) and restore stability. Investigated, conceived, presented, and led a rebranding of our employer brand, brought recruiting in-house, and developed better screening and onboarding practices. Within the year, reduced Sales turnover by 39% and Distribution turnover by 50%. Today Dal-Tile is recognized as number 27 of the top 100 best employers to work for (click here for media).PERFORMANCE OPTIMIZATION / ENGAGEMENT• Performance reviews were incomplete and tracked with antiquated software and questionable data. I conceived a restructure of all performance reporting, instituted a Leadership Competency Library, and developed weightings for performance/behavioral goals and Key Performance Indicators (KPI). This led to a new, standardized Performance Management System within a year.ACQUISITION INTEGRATION / PROFIT RESTORATION• I was commissioned to restore divisional profitability or exit a non-core joint venture with multiple years of flat sales and unacceptable margins. Devised a rescue strategy and presented it to JEFF LORBERBAUM (Chairman of parent company Mohawk). I recruited, hired, and trained (with Learning Management System (LMS)) sales, merchandising, product development, logistics, and purchasing teams. Grew sales 62% the first year and doubled sales the second. This created a sound, predictable, sustainable revenue stream with a higher-margin product mix.

SALES LEADERSHIP• Lack of market knowledge, training, logistics management, and vendor price gouging in a newly acquired product line with narrow margins. I worked to develop and mandate in-house training to educate the team on the industry, installation techniques, commercial/residential specifications, and pricing; I hired and installed new team members as necessary. Despite lowered pricing and increased COGS, our efforts nearly doubled sales in the first year (2012). Today a capable and well-trained sales force continues its growth.SAFETY & OSHA COMPLIANCE• Total Recordable Incidence Rate (TRIR) was significant, and workers' compensation costs were out of control. Developed and implemented a Central Safety and Health Committee with a verifiable safety management and audit system and an incident reduction methodology that accomplished the following within a year.24% reduction in OSHA Recordable Cases 100% OSHA Compliance25% reduction in Lost Workday Cases 29% improvement in incident reporting within 24 hoursZero Fines from OSHA Inspections 22% reduction in lost time injury rateThe above performance led to the Best Safety Performance in Dal-Tile history and evolved a continuous improvement culture where Safety was adopted as a Core Value.

ACHIEVED IN THIS ROLERESTRUCTURE / RIF TO PROFITABILITY• SG&A was too high, leading to margin erosion and lost profit (-$19M-Q1-2007). The first 60 days developed the strategic plan. They executed it within 90 days: Reduction In Force (RIF) with voluntary severance, adjustment of sales compensation structures, and restructuring of back-office operations. Achieved 2007 operating performance plan (operating income and revenue including cash). Simplex Grinnell reached #1 in division profit by the end of the year.CORPORATE IMAGE DEVELOPMENT• In the wake of the merger between Simplex Time Recorder Company & Grinnell Fire Protection (100-year-old, industry-leading companies), a "blended" brand had to be created to preserve both corporate images. For the first 90 days, I made advertising to improve the brand and vision while developing collateral and a career portal. Within the year, reduced recruiting and hiring cycle time as our brand became known as a career growth opportunity company.ENGAGEMENT / EMPOWERMENT• I was called upon to administer an engagement survey (online and in paper format) to over 10,000 field-based service/installation technicians, sales reps, and field managers within 30 days and to organize employee communication and follow-up. Implemented a KENNEXA engagement survey. This became the first business unit to complete the study with the highest employee participation rate (92%) and, ultimately, the highest engagement score in the Division.

ACHIEVED IN THIS ROLEEUROPEAN ACQUISITION INTEGRATIONS / RISK MITIGATION• Acquisition activity outpaced assimilation and prevented centralization of policies and procedures, employment terms, incentives, and expectations, potentially triggering Transfer of Undertakings Protection (TUPE) violations and fines. I formulated the strategy guiding senior management in all areas of TUPE. Within 18 months, reduced operating expenses, mitigated liability, reduced headcount, and standardized the workforce with zero fines.INTERNATIONAL UNION (U.K.) RELATIONS• Field Operations were loosely monitored, and management wanted GPS tracking, but an entrenched unionized employee base opposed and even tampered with devices. Personally served as Chief Spokesperson (AEEU) and exercised effective mediation and conflict management/resolution skills. Tampering ceased, operating costs declined, and dispatch logistics and service were optimized.BENEFIT PLAN (MULTIPLE) INTEGRATION / OPTIMIZATION• Several defined benefit plans, all with separate trustees and funding requirements, led to confusion. Yet, an obligation to meet the minimum funding requirements (MFR) and the need to satisfy members still existed. I then guided pension administration, design, and funding for current and acquired plans. These efforts utilized the parent company's cash, which sent a positive message to the market. The MFR was reached, and the members were satisfied.