Missing Link Spirits strives to maximize its first-mover advantage with the leading brands in a new sub-category of agave spirits, Bacanora. Agave-based products have consistently been the fastest growing spirits segment – they have & will continue to perform at double-digit CAGR rates with volumes that will surpass Vodka to be the USA’s #1 spirits category in 2023.Bacanora is 300+ year-old Mexican spirit, that is smooth like tequila, but attitude like mezcal with a smoky-nose and flavor-filled taste. Carrying ~70 calories and 0 carbohydrates per serving, it can be enjoyed neat, over rocks or in a myriad of cocktails. Bacanora hasn’t been marketed in the US since its Mexican prohibition from 1915-1992 and there are no established, nationally distributed Bacanora brands in Mexico today.Our first brand, Sunora Bacanora, has won 21 major industry taste awards and experienced consumer purchase rates that support “proof of concept” with significant market potential albeit with $0 media/social spend to date. A recent capital market raise will support our first consumer communications campaign, expansion beyond our current 10 US states + Sonora Mexico and the launch of a second Bacanora brand to address another distinct taste profile that consumers desire.Missing Link Spirits was formed in 2022 as we combined Amigo Brands, creators of Sunora Bacanora, with Bacanora Ventures LLC, Mexico’s largest commercial-scale grower of Agave Pacifica (the lone plant authorized to be used to make Bacanora). As a result, we have the only fully vertically integrated Bacanora organization with ample in-situ raw material supply + a high-efficiency distillery rooted in traditional Bacanora roasting process + barrel-aging capabilities (for Reposado, Anejo and Cristalino variations) and, finally, on-site packaging facilities. Our current sustainable farming + distillation practices along with planned solar + steam reclamation projects aim to make us carbon neutral by 2024.

Wholly owned acquisition and investment vehicle created to identify, purchase and assimilate family-owned companies, who had challenges with ‘ownership transfer to next generation’, into a portfolio of distribution and/or light-manufacturing businesses.Using SBA and personal funds, individually acquired the family-owned Universal, Inc. (wholesaler of specialty chemical + hardware solutions) in December 2014 and successfully sold in September 2018.Converted to new web-hosted ERP system in just 30 days after closing which provided platform to: o Drive growth by adding over 50 new products, rebranding all Universal, Inc. branded items, creating access to a 10,000+ SKUs drop-ship program (with $0 inventory cost), offering web-based order entry and creating new sales territories, o Reduce investment in inventory by over 60% whilst adding the new products and without sacrificing our customer-friendly historical 99+% fill-rate, and o Trim accounts receivable by over 10 days sales outstanding while dropping bad debt expense to less than 0.2% of sales.

501(c)3 created to facilitate the creation of new ice-skating facilities that provide our community recreational opportunities and economic growth via sports tourism by deploying an audacious, unprecedented public-private partnership approach.Originally recruited by the NHL St. Louis Blues’ President & CEO to join as a founding member of a seven-person volunteer board comprised of seven successful civic business leaders. Being the only person capable to rescue and fix project issues, was selected to replace previous chairman after a need for a change in leadership. After three years, was unanimously chosen to take a paid position and bring our first project to completion.Spearheaded design, development and funding for the recently opened Centene Community Ice Center – an $83.2M facility not to be found elsewhere in North America given its unique ‘one-stop shop’ model. Facility includes 4 sheets of ice, a sports injury rehabilitation center, an athletic training center, an off-ice hockey skills development center, restaurant/food services, retail, educational space and seasonal amphitheater. Particular attention has been paid to making this a “facility for everyone” with special designs for disabled, female and nascent athletes.In partnership with the Blues as a primary tenant, built and implemented a plan that will fully-finance this facility by raising over $17M in private contributions, securing over $10M in Local, County and State funding/tax credits and selling over $55M in municipal bonds. What one board member described as “the hardest project I have ever worked on” includes 6 capital contributing tenants, 4 different government bodies, a major hospital operator and a cache of tenants/users whose combined use + hosted events will drive over $20M in annual economic impact to the community.

Multi-state, third-generation family-owned beer, wine and spirits distributor with over $500M in annual sales, 700+ employees.Initially recruited by the hands-off CEO to provide “sales-centric, operationally-grounded” leadership in the development & implementation of a $9M capital expenditure project to overhaul ‘pick & pack’ operations and introduce warehouse management information systems at primary facility. In total, managed over $27M in cap-ex projects that modernized warehouse operations, constructed, expanded and remodeled office + distribution facilities in 10 facilities across 3 states. Responsible for management of annual $20+ million ops/capex budget, leadership of 300+ union & non-union employees across operations, purchasing, IT, customer service, credit and human resource functions with accountability for inventory of over 9,000 SKUs to support $500M in annual revenue. Supported by significant accomplishments and considerable influence across the company, effectively served as de-facto CEO during final years of tenure.Improved corporate culture and reduced costs via family-friendly enhancements and process changes that included: conversion to self-funded insurance program creating $1.5M+ in recurring annual cost-savings, adding medical coverages as other companies reduced them, driving 401(k) participation from 55% to 98%, and negotiating the successful exit from the Central States Pension Fund. Provided leadership in the due diligence, financing and integration of several acquisitions including two Anheuser-Busch distributors. Delivered operational efficiencies and implemented organizational changes that drove a 21% improvement in recurring, annual operating profits. Successfully managed expansion of product offerings, significant warehouse + systems improvements and constructing a new facility despite restrictive debt covenants.

Responsible for leading the efforts of our communications, market research, promotions management, customer information systems and sales support teams. Organization of 100+ persons inclusive of 7 direct reports with annual budget in excess of $50M and promotional programs exceeding $700M. Key imperatives included: revamping promotions management processes & controls, enhancing overall effectiveness of a challenged communications spend and streamlining marketing planning processes.

Responsible for leading a 15 person sales team across 22 Northern Illinois counties with P&L accountability across this $90+M territory. Develop annual strategies and tactics for a team that touches 4 distinct channel and end-user customer groups across 5 product categories as the market leader in the agricultural inputs business. Direct development of local marketing programs to address customer needs and implement database marketing tools to effectively target customer opportunities.Significant accomplishments:* Gained a region leading 3 share points in seed corn business as a result of a 40+% increase in sales in the category.* Drove 50+% increase in high margin biotechnology trait product sales as a result of locally devised and implemented marketing program. * Defended Roundup herbicide business in highly charged post-patent environment by focusing on channel needs and thereby surrendering 4-5 fewer share points than the national average.

Responsible for leading over 15 marketing managers across Europe/Africa in the development and implementation of business strategies for the $400+M Roundup brand. Accountable for the construction of new product development programs, developing product positioning for new/current products and coordinating SKU management efforts across 700+ SKUs. Provide leadership in the sale of active ingredient, finished goods and regulatory data packages to other agricultural chemical companies for their ‘Roundup-like’ competitive offerings. Lead efforts to develop ‘cross-selling’ programs focused on creating customer value and in turn increasing both Roundup’s and Monsanto’s seed brand shares. Significant accomplishments:* Lead a cross-functional effort which captured over $12M in working capital savings since Fall 1999 by reducing inventories over 40%, eliminating over 100 sub-performing SKUs and instituting manufacturing programs aimed at reducing cost overruns relating to batch sizes.* Developed and implemented new product offering which is launching in seven countries and is intended to effectively ‘recreate’ a significant segment of the Roundup market leading to recaptured share and $10M+ in gross margin during 2001 season.* Successfully negotiated access to two externally created technologies which will provide theopportunity to maintain Roundup’s image as a performance leader and to continue tocommand a price premium versus generic offerings. * Provided leadership in the development of and gaining internal alignment around Monsanto’sEuropean internet platform.

Responsible for the development and implementation of business strategies and tactics for the $900+M Roundup brand. P&L responsibility including the coordination and execution of $30+M in annual marketing expenditures and management of three advertising agencies. Provided leadership in the development of Roundup Ready product launch plans along with the creation of communication platforms for Roundup products. Identified and initiated development of Roundup brand extensions with $100+M annual value that will protect market share in impending post-patent market. Significant accomplishments:* Achieved 30+% growth in the Roundup brand during 1999 via the successful execution of astrategic price drop to capture elasticities and expand market size prior to patent expiry. * Developed and implemented new Roundup and Roundup Ready brand icons and positioningplatforms for all advertising and marketing communications for the 2000 season which were built upon conclusions arising from new customer feedback techniques.* Lead a cross-functional effort to revamp and subsequently execute a collaboration deal withthe Scotts Company for the development and commercialization of biotechnologyproducts in turf & ornamental categories. * Provided leadership in the development of positioning/messages for our customers and internalstakeholders around controversial third-party glyphosate supply agreements which enabled competitors to have ‘Roundup-like’ products.

Responsible for the initiation, analysis and subsequent “Go/No Go” recommendations for new product and service offerings within the $1.5B Agricultural Group’s Cotton, Tree Nut/Vine & Industrial markets. Particular focus was applied to the development of business opportunities that arose for our Roundup brand and other agricultural chemical products/services as a result of new biotechnology products. Provided leadership for the analysis and development of strategic staffing plans within the Tree Nut/Vine and Industrial business groups. Significant accomplishments:* Coordinated the development and execution of an acquisition plan for Scythe, plus secured Monsanto Acquisition Board approval for up to $5M to complete the purchase.* Constructed product positions/marketing strategies and analytics for six Roundup pre-mixproducts with $55M NPV potential. Subsequently, initiated and completed product access negotiations for pre-mix ingredients with two competing agricultural companies.* Identified, developed and ‘grower-tested’ a series of value-added services that would aid our grower customers with crop marketing, forward contracting and supplemental insurance coverage in an effort to expand our share of on-farm expenditures. * Spearheaded the re-development of ‘value capture’ and market within the ELM/Seminis Biotechnology Collaboration for vegetables resulting in our ability to re-prioritize ELM’s developmental timelines and ensure focus on key value generating crops.

Responsible for the development, implementation and management of all business activities at the $84M Wal*Mart and Sam’s Club accounts. Full P&L responsibility for account activities driven by management of product mix, netbacks and in-store service requirements. Identify and maximize business opportunities within the accounts through the “Blue-Printing Process” and implementation of key marketing strategies. Develop communication tools and provide direction to field sales team and distributor agents. Significant accomplishments:* Increased sales by 16% and 18% over 1995 at WalMart and Sam’s Club, respectively, while overall category sales were ‘flat’ year-over-year at each account.* Gained incremental listings at WalMart resulting in $4.5M in new sales.* Developed category signage program to improve merchandising and shelf presence.* Created first-ever “Fact-Based” POS Sales Tools to aid sales representatives in securing order commitments with store management.

Responsible for leading the efforts of the newly formed 10 member Retail Sales Team in the $42M Midwest Region following the August, 1994 reorganization. Team was responsible for developing key account plans, creating “Fact-Based Sales” tools and in-store sales/merchandising execution at key retail direct accounts such as Home Depot and Lowe’s. Provided feedback and facilitated desired behaviors among the ten team members. Devised and implemented personal development plans to achieve competency in team members via ‘RoadRunner University’ which was launched by our team. Constructed and managed regional sales and expense budgets. Significant accomplishments:* Team led the nation in generating the greatest level of sales commitments from regional management at key retail accounts as a result of our “Fact-Based” sales tools.* In eleven months, created a “team” atmosphere amongst ten individuals who came from four diverse sales teams prior to the reorganization.* Co-developed Retail Sales Team strategy and manpower analysis in preparation for sales reorganization that created this and five other teams in August of 1994.

Responsible for the development and implementation of national account programs in $150M Northern Region, with overall responsibility of the $10M Home Depot (Midwest & Northeast) account. Assisted brand management team in creation of regional marketing programs and trade specific promotions. Coordinated development and management of regional netback programs. Generated quarterly sales and income forecasts. Drove organizational consolidation of recently merged ORTHO and Monsanto business units.Significant accomplishments:* Generated largest upfront purchase commitment to our line by The Home Depot.* Developed and implemented regional sales and netback forecasting program. * Assisted management in creation of sales teams and sales force rationalization.

Managed $12M, ten state region with direct income responsibility. Interfaced with seven distributors, key retail accounts and a manufacturer representative group. Created regional marketing and sales incentive programs to drive income. Generated quarterly forecasts, regional profitability analyses and distributor network analyses. Contributed to the development of national marketing programs. Managed all costs of doing business in the region. Significant accomplishments:* Increased sales by 44% and direct income by over 50% in 1993 season.* Distributor network analyses resulted in streamlining of network members by 40%. * Managed netback costs as a percentage of sales to an all-time low.* Assisted in the development of a team based organizational structure for the Regional Marketing Supervisor positions.

Analyzed and developed new product opportunities with “Go/No Go” recommendations presented to management. Responsible for the development and management of key portions of national marketing and distributor programs. Assisted in the implementation of national account programs.Significant accomplishments:* Managed the development and introduction of $6M line of customer specific SKUs for Sam's Club.* Created and coordinated the implementation of the first chain-wide planograms for the Garden Department at Wal*Mart stores utilizing SPACEMAN software.* Presented management with market analysis and recommendation on two line extensions.