CORPORATE PROFILE: An international provider of NDE Services. RESPONSIBILITY & ACHIEVEMENT PROFILE: I was given responsibility for all of North America, which represented revenues of $316M with EBIT of 9.5%. Upon hire, oil prices collapsed globally, market spending contracted 40% and major customers demanded price reductions, threatening our survival. I worked with global functional leaders to build strategy and execution, while personally leading the North American effort. We restructured leadership, processes, and eliminated excessive costs, led market intelligence and monitored performance. Over 3 years, we trimmed $120M, which drove nearly 30% EBITDA improvement. The following are a couple of benchmark contributing events:ACHIEVED IN THIS ROLERESTRUCTURING / CONSOLIDATION / INTEGRATION• HQ made 6 acquisitions to establish a position for NDE Services. I was recruited by the EVP & CEO to lead restructure and integration to improve EBITDA and assume global responsibility for the NDE Division. I worked with functional leaders analyzing each acquisition’s performance, defining action plans. We restructured and consolidated to achieve viability and optimize revenue. We eliminating $70M in costs, which achieved profitability targets. This positioned the business for an exceptional performance in 2017 (referenced above).REVENUE STRATEGY / SERVICE LINE EXPANSION• Our customer CAPEX spending was delayed or cancelled as an option due to economic constraints and I needed to find revenue. I created a strategy that focused on existing, “in-service” OPEX facility maintenance. Within 90 days, we prepared and launched a new revenue program, and offset $30M to $40M of Customer CAPEX spending. We achieved $25M in revenue the first year without increasing costs, which improved margins. This effort established a new Facility Integrity Services unit to compliment a Pipeline Integrity Services group, which continued growth through 2017 and positioned for success in 2018.

CORPORATE PROFILE: An international provider of pressurized pipeline system products and services.RESPONSIBILITY PROFILE: Responsible for developing and executing the Business Plan for the North American Operation and tasked with growing revenues through personal involvement in the market, people and opportunities.ACHIEVED IN THIS ROLEEBITDA GROWTH / SALES CAPTURE STRATEGY• Market conditions made the US the world’s top crude oil producer, requiring infrastructure to capture customers and position company for clear competitive advantage. Over 90 days, built a strategy to integrate 7 regional business teams. Implemented new sales capture processes and synchronized operations. We grew revenue from $190M to $360M, leveraged to 21.2% on the incremental volume and achieved a 50% EBITDA improvement. The success of this approach led global leadership to duplicate this strategy in Europe, Africa and the Middle East.REVENUE & SALES CAPTURE STRATEGY / STRATEGIC PLANNING• I recognized an opportunity to leverage the Shale Oil & Gas drilling and production “boom” for expansion. Over 90 days, designed and presented a companywide strategy to capitalize on long term product and service opportunities. This positioned the business for the upswing and captured new market share quarterly. We delivered the $100M in US revenue and $30M in new orders for major emergency response equipment packages, designed to eliminate or minimize asset downtime.

RESPONSIBILITY PROFILE: Responsible for developing and executing a strategic global plan as a critical growth issue for the company.ACHEIVED IN THIS ROLECONSOLIDATION / DIVISION CREATION / SERVICES EXPANSION• I was challenged by the Chairman to build a new division through the integration of 3 smaller businesses, to diversify into a full-service provider. I built the strategy and led execution, engaging the entire division to develop “Programs”. Together, we achieved $46M with 13% EBITDA the first year, and $86M with 15% EBITDA the second, and $116M and 17% EBITDA the third, and $150M with 18% EBITDA the fourth. This corporate reorganization combined all North American units into one Division. I was then asked to lead that division.BUSINESS TRANSFORMATION• I was promoted by the President to lead integration of all pipeline integrity products and services with a $5M inline inspection services acquisition. I created the technology roadmap that aligned capital spending with customer needs, optimized profit, and invested in tools for targeted customer capture and scalability. Delivered $20M in EBITDA within 2.5 years, growing into $70M revenue within 4 years. This improved the brand and delivered the consolidation, optimized revenue, and leveraged economies of scale, which transformed TD Williamson into a full-service market-driven provider.

RESPONSIBILITY PROFILE: Responsible for developing and executing the Operating Plan and the Strategic Growth Program as part of a corporate wide initiative to aggressively grow the company.ACHEIVED IN THIS ROLEBUSINESS DEVELOPMENT / GLOBAL INTERNATIONAL• The Iraq situation evolved into Restore Iraqi Oil (RIO). Tasked by the President to pursue any opportunity to participate in the effort. Led planning and a sales campaign over 12 months, designed to customize TD Williamson’s participation until the opportunity went to RFP. Built the proposal for Emergency Pipeline Repair operations and won the $60M award. International Oil Companies duplicated concept and capability to maintain pipeline operations. Used this as a template for the Eastern Hemisphere BP pipeline.OPERATIONAL IMPROVEMENTS / PROFIT OPTIMIZATION• Low margins flatlined profit. I was hired to lead the turnaround attempt. I built a margin improvement strategy and led execution within 90 days. We elevated pricing, built a data analytics tools with FP&A and IT, and created an operational dashboard to monitor and adapt the business achieving targets. This established self-imposed controls and invested $875K in new equipment. We achieved a 30% service margin improvement year 1 and instituted Lean Six-sigma for continued improvement. All Regions adopted this strategy in year 2.

CORPORATE PROFILE: An international manufacturer of pressure control and fluid handling equipment.Responsible for developing and executing Strategic Plan to improve market share and profitability for commercial valve businessRESPONSIBILITY PROFILE: Responsible for developing and executing Strategic Plan to improve market share and profitability for commercial valve business

CORPORATE PROFILE: A leading international manufacturer of oil & gas pressure containing equipment. ACHEIVED IN THIS ROLEPRODUCT EXPANSION / REVENUE CAPTURE / EBITDA GROWTH / CUSTOMER ENGAGEMENT• I recognized the industry-wide trend to move back to deep water and ultra-deep-water drilling. I developed a strategy and met with offshore drilling contractors to discuss modification of their fleet. Within 2 years, attained the capacity to manufacture, repair, modify, or upgrade equipment. Customer major projects ordered new equipment packages to upgrade their fleets. This led to immediate EBITDA growth and $100M in annual Drilling Equipment related revenues with 50%+ margins, over a 5-year period.