Since 2005, Frontline BioEnergy has been designing systems and proprietary equipment for biomass gasification. Frontline partners with project developers; engineering, procurement, and construction firms; technology providers; and finance organizations to deliver integrated feedstock, energy, fuel, chemical, and/or renewable product solutions.

Tri-Cast Ltd. is a high-quality casting producer. The foundry specializes in small to medium production runs. Many of the castings we produce have intricate designs and require the skill of a foundry like Tri-Cast Ltd. Our unequaled reputation is built on the ability to link the most modern technology with skilled craftsmanship and excellent customer service.Because of our efficiencies, cost controls and high-quality output many companies contract with Tri-Cast to take over their current casting projects/operations. We can use your existing tooling or we can build all new tooling based on your technical specifications.At Tri-Cast we’ve produced thousands of customized castings for hundreds of satisfied customers. Applications for our castings include: Aerospace, Agriculture, Automotive, Construction, Heavy Equipment, Industrial, Maritime, Power Generation and Transportation.

Owned and managed a nationally franchised Buy Here Pay Here used cars sales and financing business. Created a fast-growing sales organization in the crowded automotive financing space. The company catered to sub-prime credit customers and customers with a distressed credit history. The company was able to grow a $6.5 million dollar portfolio within 3 years of startup. Managed 4 direct reports and an extended staff of 15.• Performed financial due diligence and valuation analysis for the startup of new business • Created demographic market study to determine the best location for new store • Startup and structure of sales company and separate finance company for sub-prime credit customers • Created business processes including software implementation, standard operating procedures, employee handbook, and financial reporting • Obtained all required licenses and permits. Established relationships with State and County agencies • Obtained bank financing for $3.5 million

Detroit Renewable Power is a privately held Energy from Waste producer located near downtown Detroit with over $100 million in revenue. At the time, DRP operated the largest Energy from Waste plant in North America. The company was shut down and insolvent upon my arrival. The company generated revenue through steam sales to the local District Heating System, electricity sales to the local utility, scrap metal sales through a metal recovery system, and tipping fees from trash haulers and municipalities. As President, I led M&A, Financial Planning, IT, HR, Operations, Marketing, and Legal activities. Managed 5 direct reports and an extended staff of 180.• Restructured key parts of a company that had been losing money and under-performing. Analyzed and reorganized all systems involving waste management and renewables • Created a new strategic business plan. Initiated a complete ‘culture change’ to energize operations • Hired sales and marketing personnel and designed a new sales program that allowed waste revenues to increase by 50% on a monthly basis in the first 8 months of operation.• Successfully renegotiated union contracts minimizing future hourly increases and reducing overtime payments.• Implemented OHSA safety and environmental programs. Reduced workplace injuries 86% in the second year of the program. • Initiated and strengthened Community Outreach programs and relationships • Successfully petitioned the state for the award of $4.3 million of brownfield tax credits • Improved relationship between Detroit Renewable Power, Michigan Department of Environmental Quality, and the Environmental Protection Agency by creating a monthly meeting to discuss open issues and potential future issues. • Company became positive EBIDA within 18 months of acquisition.

Steel Rolling Holdings is a privately held flat roll steel cold finishing facility that had been closed for over five years. Optima International, the owner of the mill had purchased the facility in 2006 but had not restarted it. I was engaged set up the corporation, appropriate corporate governance, and restart the operations of the mill. I also maintained my position at Michigan Seamless Tube as Chief Financial Officer. Managed 5 direct reports and an extended staff of 54. • Created the strategic business plan for the restart of Steel Rolling Holdings. The plan was used to successfully induce investor participation. Developed a plan for and executed the rehabilitation of the facility. Invested 8 months to bring the plant back to an operable condition• Executed the strategic marketing plan that set apart Steel Rolling Holdings in the marketplace. In order to differentiate the company, the company positioned itself as a toll processor that provided a 21-day turnaround for material in a tight market. The company also guaranteed a maximum scrap loss back to the customers. These guarantees were firsts in the industry at the time. • Created a customer-centric corporate culture through the support of sales, marketing, operations, and empowering employees to put the customer at the forefront. Prompted a culture of safety and personal accountability. In two years of operation, the company did not experience a lost work time injury in a heavy manufacturing environment.• Achieved EBITDA breakeven in the first twelve months of operation. Achieved Net Income breakeven within the first fourteen months of operation• Analyzed and set up all systems, including financial, manufacturing, information technology, and human resources.

Michigan Seamless Tube is a leading manufacturer of high-quality carbon and alloy seamless cold-drawn tubes and pipes. I joined a group looking to purchase the assets and recapitalize the company. Sales of the assets closed in October 2002 at which time I was appointed Chief Financial Officer. By 2007 the privately held company had achieved $115 million in sales while employing 260 individuals. Led all aspects of finance including; funding, budgeting, financial forecasting, human resources, information systems, salary administration, and benefits. Managed 3 direct reports and 8 indirect staff.• Created an initial financial plan to determine if the assets of Michigan Seamless Tube were viable for purchase. Interfaced with an investment banker to create a published Business Plan used to attract investors.• Redesigned the staffing requirements of the mill resulting in a 30% reduction in the hourly workforce with a 30% increase in capacity. Kaizen project sponsor for sales and shipping. Reduced errors by 70% and streamlined back-office processes.• Placed a $9 million industrial revenue bond and backstop Letter of Credit. Placed over $50 million of bank debt during tenure in the form of term loans and asset-based lines of credit. Developed an excellent working relationship with local lenders.• Negotiated health insurance contract for Michigan Seamless Tube resulting in a $400,000 reduction in run rate.• Oversaw all reporting to the Private Equity sponsor. Developed monthly reporting package. Oversaw the compilation of all Board of Director Books and their distribution. Completed all due diligence on possible acquisition targets for Board.• Led three company sale processes. Final process led to the sale of the business resulting in a 10.1x return for investors.

AGA Gas, Inc. was a small welding supply and merchant bulk gas provider that serviced the mid-west. In 2002, AGA’s Swedish parent was purchased by The Linde Group located in Munich, Germany. Reported to the Vice President of North American Information Technology, provided IT support to over 100 facilities, and directed a professional staff with an annual budget of more than $12 million. Managed 5 direct reports and 9 indirect employees.• Technical Project Manager for an 800 user SAP ERP system. The technical implementation was over $1,000,000 under budget. Responsible for the installation of 99 sites with Wide Area Network connections and the installation and setup of over 1200 PCs to service the SAP ERP. • Corporate Office Move Project Manager for the build-out of office space and technology infrastructure. Worked with architects to plan space use and develop a build-out budget. The planned and executed move of 350 corporate employees with zero unscheduled systems downtime and minimal employee impact.• Managed all systems, infrastructure, end-user support, and budgeting.• Managed all telecommunications for the company including cell phones, landlines, and data networking.• Responsible for all annual budgeting and spending. • Interfaced with plant operations to develop a long-term strategic plan for the application of new technologies to be utilized in air separation units.• Appointed to the worldwide team for standardization of Information Technology platforms. • Directly oversaw all Information Technology staff at the Mexico and Puerto Rico subsidiaries.• Project Manager for the creation of a standard cost system used by the bulk production and distribution division of the company prior to the implementation of SAP.• Appointed Chairman of a PC/Lan task force by the President of AGA. Taskforce charged with creating standards for the company and its division IT groups. Recommendation to rationalize division IT into one central IT.

Rossborough Manufacturing was supplier of Desulphurization Reagent, Steel Mill Melt Shop consumables, and Molten Metal Injection Equipment. In 1987, Rossborough was a small company with only 27 employees. Because of the small size of the company and a rapid growth phase, I was progressively given additional responsibilities including IT support and standard costing.• Responsible for all accrual accounting and ledger entries. • Installed a first generation ERP system that used an HP 3000 Business Computing System.• Performed Statistical Analysis of product performance.