Identify, evaluate, acquire and improve manufacturing and distribution companies.

Head operations for entrepreneurial companies: • Streamlining back office processes from order receipt to invoicing. • Stood up new warehouse in OH on time and on budget. 17% over goal in warehouse even after informing employees we were shutting down. 15% efficiency improvement.• Earned top supplier rating from SpaceX while doubling Falcon/Dragon wiring harnesses business in California, Puerto Rico and Cost Rica• Successfully competed against Dell and HP to win Netflix and YouTube server business, leveraging lean six sigma tools and leadership team changes.• Implemented EOS in eight leadership teams. Worked with Professional Implementer and self-implemented.

Managed two factories, 400+ employees, $100M+ spend and 40+ global suppliers.• Stock price doubled during first full year, attributed to operational improvements in public announcements.• Improved on time delivery from 26% to 100% by active customer management and raising first pass yield.• Delivered first profitable year for Texas factory, increasing throughput and reducing labor per unit by 47%.• Decreased plant scrap and rework costs by $2M annually. • Decreased weld fails by 32% and paint reblasts by 240% year over year.• Reduced raw material inventory from $38M to $18M using Microsoft Dynamics GP ERP.• Improved schedule adherence of new product introductions through rigorous APQP process.• Implementing lean initiatives including VSM, TPM, APQP, gauge R&R, VMI, Andon, skills matrices, 5S.• Both factories’ LTIR safety performance was 2x+ better than benchmarked heavy industry plants.

Prepared Octane Fitness operations for successful sale from PE firm to Nautilus. Oversaw $40M+ spend with two key Asian contract manufacturers and dozens of global suppliers. Led quality, S&OP, freight/logistics, and warehousing. • Met or exceeded cost targets on all new programs, a first in the company’s history.• Saved $1+ million annually through negotiation and introducing more competition while strengthening existing supplier relationships.• Transformed key contract manufacturer from 30% to 90+% on time delivery.• Improved quality of a key electronics supplier from 38% to 82%.• Aggressively managed West Coast port congestion resulting in Octane sales increases due to competitors’ stock outs.

Lead Asian operations initiatives for portfolio companies of Denali Partners, a $40M private equity firm managing smaller industrial operations. Develop and execute low-cost sourcing strategies for clients in the aerospace, medical, industrial machinery, food, textile and other industries. KEY OPERATIONAL TRANSFORMATION AND GROWTH ACHIEVEMENTS: • Achieve 30 – 70% sourcing savings for a wide variety of clients through managing supplier selection, negotiation, quality, engineering, logistics, inventory and continuous improvement. • Supply plastic, sheet metal, cast and machined and basic electronic parts for clients in aerospace, medical, machinery, food, textile and other industries.• Developed business plan and secured funding for China machining operation, including site and facilities evaluation, equipment and component selection, supplier identification and customer interface.

Managed major Asian contract manufacturers and other suppliers. Drove vehicle engineering development programs.• More than tripled to $140M Polaris’s economy ATV business sourcing from contract manufacturer, while improving on-time delivery from 20% to 92%, reducing rework by 48%, reducing warranty costs by 12%, reducing air freight by 140% and raising spare parts availability from 69% to 98%. • Achieved $12M in plastic, cast and machined and electrical component cost reductions with programs in place for an additional $33M. Stopped ineffective sourcing programs. Drove strategic sourcing direction using MAPICS/Infor ERP.• Evaluated and negotiated Asia joint venture and acquisition. My recommendation against was adopted.

Led game-changing global operations initiatives, from strategy development through successful execution.• Planned, negotiated, founded, led and developed a 110-employee China manufacturing joint venture, with full P&L responsibility. o Flow-through operating profit percent equaled that of US plant, far exceeding forecasts.o Quality, inventory turns, on-time delivery, scrap rate and direct labor hours all met or exceeded the performance of comparable US operations. o Developed local sources for key commodities with cost savings of 30 – 55%. o Developed a deep management team which still excels today while replacing expats with local employees o Won “Emerson’s Best Plant in 2006” designation. o Operation became division’s main non-US facility. • Led $75 million Swedish level instrumentation acquisition, the largest in division history. o Planned and managed integration, financial performance exceeded plan. o Concurrently managed $8 million US level instrumentation operations with P&L responsibility.• “Fixer” brought in to move 300k sq-ft motor facility startup in China back on schedule and into profitability. Integrated efforts of five US and Italian divisions and developed key personnel. • Drove development and execution of division-wide lean strategies, including mapping and optimizing internal global supply chain. Steering team leader for global group of top 25 operations leaders to establish common global lean strategy and priorities. Initial annual savings were over $2 million. • Evaluated five-year profit plans of Emerson’s 65 divisions for COO through analyzing financial and strategic plans and discussions with division management. Data analyzed through Oracle ERP.• Developed worldwide, cross-divisional project pursuit strategies for projects destined for China. Drove worldwide sales force to grow sales 30%. Negotiated technology transfers and JV.