CORPORATE PROFILE: A $450M portfolio company and leading manufacturer/distributor of consumable MRO supplies and equipment to the oil & gas pipeline construction, maintenance, and repair industry with 450 employees. RESPONSIBILITY PROFILE: In my current role, I report to the CEO, leading our largest and most profitable division. The CEO and Board of Directors challenged me to triple sales and almost quadruple EBITDA within three years. I have full P&L responsibility and am frequently tasked by the CEO to lead other large-scale, indirectly related projects. ACHIEVED IN THIS ROLEPOSITION EXECUTIVE SUMMARY• Leadership promoted me to drive efficiencies and hit targets within the most profitable BU. Over five months, I restructured, and formalized the sales process, analyzed spend with marquee customers, ensured revenue capture, and shifted sales strategies. I leveraged new relationships to specify new products, negotiated product exclusivity or protection, and navigated COVID complications. This initiative doubled revenue and EBITDA within five months, strengthened Sales relationships, and lowered attrition. The Board then tasked me to build a companywide sales platform to drive similar companywide EBITDA growth within 12 months.MERGERS & ACQUISITIONS• Due to various factors, the company desired to enter a new industry. After completing an asset-based acquisition of a distressed PVF company, I supported the onboarding and stand-up of this business entity (BU) under PSSI. Over 90 days, I onboarded a new President and 50 employees, conducted physical inventories of 8 sites, established supply chain/pricing/training, and set up all other business practices to sustain a standalone BU. Within three months, the BU broke even. The BU is projected to grow to a few hundred million annually within 18 months.

ACHIEVEMENTS CONTINUEDCONSOLIDATION• The CEO tasked me to consolidate nine distribution, manufacturing, repair, and rental facilities into a single 220K sq. ft. facility and one remote storefront with a 10-month runway. I staffed the team, coalesced leadership feedback, created origin/delivery heat maps, evaluated cost structures, and developed a business case. Over 60 days, I toured and evaluated facilities and selected and negotiated leases. This consolidation delivered modernized equipment, improved safety, streamlined a potential PE sale, reduced costs by millions YoY (human capital), and centralized order fulfillment infrastructure. VERTICAL INTEGRATION / MANUFACTURING• The Board and CEO tasked me to evaluate and improve four separate manufacturing lines ranging from automated welding and coating inspection electronics to lifting and rigging round slings. In the first week, I delayered the organization through a reduction in force, combined operational leadership with our existing midstream divisional leadership, assigned a new commercial leader, and removed lines/products that were not core to the PSSI offerings. The newly implemented strategy has empowered technical leadership, allowed for the required procedures to be institutionalized, operational leadership to organize inventory and documentation and share resources like engineers across the lines, and commercial leadership to obtain revenue growth. This is a significant vertical integration opportunity that now nets substantial EBITDA.

ACHIEVEMENTS CONTINUEDLEGACY MODERNIZATION / RISK MITIGATION• To modernize infrastructure, I sourced bids from providers, selected Google, and presented and won ELT approval to initiate the transformation to a cloud platform, which was completed within months. Eliminating physical servers immediately yielded a positive reoccurring EBITDA improvement, delivered positive cash, lowered CAPEX, and provided disaster recovery capabilities. All PSSI applications and data are now in the Cloud. This has further enabled our ability to upgrade our ERP, implement process automation across the organization and implement more robust cyber security, telecom, and software-based networks.COMPENSATION RESTRUCTURING• I worked with the VP/Controller to enhance compensation and bonus structures to align with the overall business. We built financial models using historical data, gained Board approval to adopt the new structure, and instituted margin-based compensation for Sales and EBITDA/Working capital-based compensation for Operations. The new design has already lowered inventory and improved margins.

CORPORATE PROFILE: A $2.8B global supplier of energy, industrial products, solutions, and engineered equipment with 4,000 employees. RESPONSIBILITY PROFILE: In this role, I reported to the CEO with multi-million-dollar OPEX and CAPEX budgets, a 10-figure Revenue Goal, and 800 employees with seven direct. I was responsible for organically and inorganically growing top-line revenue, optimizing expenses by innovating Sales and Operations, creating new differentiated offerings to maximize customer wallet share and margin both onsite and in a branch/store environment, and expanding/deploying tested concepts companywide.ACHIEVED IN THIS ROLEPOSITION EXECUTIVE SUMMARY• Leadership promoted me to enhance enterprise-wide business practices to achieve EBITDA goals. Operating three distinct models within one business unit, my focus was spread between a mature, highly customer-integrated supply chain solutions and distribution business, a large manufacturing tool company divestiture, and an industrial branch-based turnaround business that had failed to turn a profit for the preceding 14 years under 6 previous leaders.TURNAROUND• I conceived and initiated a 30% RIF and a 44% OPEX reduction (through automation – $140M to $97M), restructured incentives, and renegotiated customer contracts. This increased margins and maintained 95% customer retention. We then outsourced non-core services, enforced pricing tools, and streamlined ERP. Within three months, this restored profitability, transformed company culture, and enabled industry diversification.

ACHIEVEMENTS CONTINUEDDIVESTITURES• Discovered an acquired business had sub-optimal poor pricing strategy, few synergies, and a product catalog in disarray, eroding our profits. So I presented a divestiture plan, validated it through finance, and led the sale. I toured various facilities for the next ten months, gathered analytics, and pitched the business to multiple companies. We also navigated attrition, inventory discrepancies, and HR regulatory issues in the UK. These efforts improved the offer and secured a Letter of Intent, which led to a sale and a large cash infusion. This divestiture fueled continued growth strategies.DIGITAL TRANSFORMATION• The Board charged me to drive digital transformation and elevate customer retention, so in the first 45 days, I sourced a technical team and identified customer technology needs. Over six months, I integrated B2B systems integration with eCommerce as the front end, mobile apps, a self-checkout branch, a centralized fulfillment model, and a ML algorithm that reduced a 4-week bid process to 2 hours. As a result, we onboarded 30+ systems integration customers. These features improved speed to market, resulting in higher margins, reduced OPEX, and less risk, and were the genesis for the companies’ current digital strategy.

ACHIEVEMENTS CONTINUEDACQUISITION DUE DILIGENCE• Involvement with large oil & gas operators’ supply chains led to inquiries for electrical materials. Thus, I targeted companies for a potential merger to fill this need. This included leading market analytics, identifying targets, and selecting a $300M wholesale electrical distributor. I also conducted all due diligence and discovered Cash Float and EBITDA issues. As a result, we negotiated a JV with another company to provide discounted pricing for electrical materials, which drove revenue from $7.5M to $60M per year with an EBITDA increase from 4% to 7%.TEAM BUILDING / COACHING / DIVERSITY & INCLUSION• DNOW was devoid of a leadership development program, so I resolved to co-develop the company’s first program. In the first month, I reviewed 360 assessments, then conducted weekly coaching on new tech, sales methodologies, and mock presentations. Within 28 days, the team I established secured their first order and, in 8 months, won a marquee account at $10M in revenue and 10% EBITDA. This exceeded all expectations and was embraced by the BOD. The program developed hundreds of future leaders, providing much-needed bench strength to fuel growth.

RESPONSIBILITY PROFILE: As VP, I reported directly to the President with multi-million-dollar OPEX and CAPEX budgets, a 9-figure Revenue Goal, and 300 employees with seven direct. I was responsible for driving revenue and maximizing margins with the companies’ top 5 accounts. I also created and led the company’s innovation team, implementing technologies like robotic process automation, point-of-sale systems, and mobile applications. ACHIEVED IN THIS ROLESCOPE OF RESPONSIBILITY AND ACHIEVEMENT• In this role, I restored customer trust, earned additional customers, and reduced costs while nearly tripling revenue to $500M within seven quarters (from $46M to $130M per quarter). These efforts enabled renegotiations for higher margins and were utilized to secure new marquee accounts, adding $220M in net new revenue. I was promoted to President and replicated similar models to the rest of the company’s downstream and manufacturing model.ORGANIC REVENUE GROWTH / BUSINESS DEVELOPMENT• As part of a proactive measure to grow market share, I profiled accounts to narrow focus, led the pursuit cycle, presented to large potential customers from C-Level to field construction, assembled a team to build proposals by interviewing all customer stakeholders to identify and mitigate operational bottlenecks, sourced talent to build a visual stochastic model that analyzed SAP transactional data to quantify impacts, and commissioned custom future-state models to communicate an integrated supply chain value proposition. This earned the team a net new $92M/year integrated supply chain contract within seven months.

ACHIEVEMENTS CONTINUEDTEAM LEADERSHIP / COACHING / MENTORING• Recent employee surveys indicated uncertainty about the value of individual contributions. In response, I collaboratively branded and implemented a custom strategy over a 2-day event to clarify expectations and define pathways to success. This methodology was applied to a team of 300 that increased directional clarity in the organization across all levels and functions. Within ~6 months, the strategy drove process discipline, enabled a culture of innovation, and reduced employee attrition by 75%. Because of this, it was rolled out to 700 personnel within 12 months.PROCESS OPTIMIZATION / AUTOMATION• I spearheaded the first successful automation movement in the company. This involved creating a business case, sourcing a mostly internal team, and identifying 500 balance sheet/income statement processes to automate. Within 60 days, despite initial resistance, I delivered ERP systems 6X faster than existing ones. We automated 110 processes, reduced DSO from 44 to 32 days, recouped $29M in cash, and recovered $2M/year from bad debt taxes while optimizing quote to cash speed by 85%. Other divisions adopted this methodology as a central tenet.

Director of Sales & Operations (2012 – 2014) RESPONSIBILITY PROFILE: Here, I reported to the President with multi-million-dollar OPEX and CAPEX budgets, a 9-figure Revenue Goal, and 185 employees with six direct. My duties included restoring relationships with the top three accounts and establishing discipline, a new operating model, and customer confidence to renew and expand existing and new customer business.ACHIEVED IN THIS ROLECUSTOMER ENGAGEMENT• The CEO charged me to secure marquee accounts and stabilize operations. I restructured the team, culture, value proposition/offerings, and systems. We shifted from a purely financial model to a total cost of ownership model, which catered to improving customers’ shareholder metrics, and eliminated the need for customer audits. I then renegotiated contracts with market-competitive margins and forged enhanced customer relationships through symbiotic investments. This model doubled the business to $350M within three years, fostered an OPEX lowering (14% to a range of 4-9%), a culture of innovation, and these methodologies were replicated nationwide. I received a promotion to VP of Sales and Operations as a result.

RESPONSIBILITY PROFILE: As Director of Business Development, I reported to the CEO with a $50M Revenue Goal. I was responsible for securing new customer deals larger than $30M/year in net new revenue and consulting with new clients to evaluate, mutually build and integrate a largely outsourced supply chain model to free up capital and create a variable OPEX.

CORPORATE PROFILE: A $22B Print and Digital products and services Company with 27,000 employees. RESPONSIBILITY PROFILE: At Xerox, I reported to the Vice President with a $30M annual net new Revenue Goal and was responsible for cold calling C-Level executives to pitch various outsourcing and optimization services, including managed print services, ITO, and BPO. Additionally, I established new relationships, developed business cases, martial internal shared resources, closed deals, and implemented. I was awarded Presidents Club (top 1% of Sales Professionals) three out of four years.

CORPORATE PROFILE: A $6.7B Management and Information Technology Consulting Firm with ~27,000 employees. RESPONSIBILITY PROFILE: I reported to the Senior Associate with a six-figure OPEX, a seven-figure Revenue Goal, and nine direct employees. I was responsible for consulting onsite at Johnson Space Center within the Program Integration and Control Office to perform the analysis required to plan a 10-year Space Station Assembly and Resupply plan, which was used for US Government budgeting, International Partner Negotiations, and as a look ahead for tactical execution.ACHIEVED IN THIS ROLEENTERPRISE TECHNOLOGY DEVELOPMENT• In the wake of the Columbia disaster, NASA leadership engaged me as part of a team to design return-to-flight scenarios to support the International Space Station until commercial space flight programs were live and approved. Created several flight options with budget estimates/risk of loss of life assessments and developed regulatory and safety requirements accordingly, which secured an additional $100M contract for Booz Allen. These eventually became the requirements for NASA to transition from a Space Flight Organization to a commercial regulatory agency and were utilized by SpaceX and Blue Horizon. I was promoted to Associate as a result.