After completing a Management Consulting Study in 2014 that identified shortcomings and recommended solutions, Mr. Karr was reassigned as the CAO to become a change agent and implement the recommendations. Mr. Karr is utilizing his strong background, backed by actionable insights in corporate management, business planning, marketing, operations, and financial data analysis to transform the way the company makes their business decisions and drive positive organizational and operational change by focusing on providing input into financial & operational decisions on the basis of the analysis. First, Mr. Karr developed and implemented the tools (Excel) and infrastructure required for generating, documenting and analyzing information. He currently leads: the development of the annual business plan; identification of needed capital expenditures for mission critical issues; ROI/Impact studies that positively affect both revenue and profit; methods for reducing costs, increasing efficiency, establishing QC procedures and improving service; improvements in the efficient use of equipment and personnel assets; development and enhancement of operational processes through the use of flow charts; improvement of operational inefficiencies by developing and documenting customized financial and operational key performance indicators (KPI); development of KPI monitoring tools made conveniently available to Managers; codification of processes that will allow Managers to consistently plan, budget and attain established short and long term revenue and profit goals; and often serves as the engineer/designer and Project Manager for projects. As an integral part of these processes, through presentations and personal mentoring, he is transforming Profit and Cost Center Managers into Business Leaders. Most recently he is also leads and facilitates company-wide Strategic Planning efforts and leads the internal team implementing an ERP for the company.

Responsible for start-up and operations of separate aggregates company to include selection & delivery of equipment, layout and planning of operation, hiring of personnel, business planning and business development. Responsible for product quality, safety, employee morale, growth, overall financial performance of company and continual improvements to operations. The operation was shut down in December until further land was made available that would allow for a more efficient operation. It has since been permanently shut down.

Kleinfelder is an Architecture, engineering, and science consulting company; 1800 employees in 60+ offices. “Change Agent” responsible for 4 Delivery offices; total staff of 130 geotechnical, civil, environmental and construction material testing engineers, scientists and techs, including 3 soils and materials testing labs. • Developed and presented to staff a unifying strategic vision/plan for the Texas Region • Developed and/or implemented necessary actions, programs, processes, metric tools and training/ coaching for selected Project Managers and others resulting in improved quality, accountability, performance, business development, efficiency/consolidation of some offices and team building • Instrumental in developing an improved organizational structure and adding Project Controls Specialists, which would enhance span of control and allow PMs time to market local clients

Silver Creek is a 630 acre mining and recycling operation • Project Manager for preliminary design of an Automated Liquid Recycling Facility (off-.loading of palletized containers, conveying, de-casing, removal and recycling of liquids, sorting/baling and load-out)• Project Manager for preliminary design and Design-Build contract for a Frac Sand Plant (dredging and strip mining of sand, conveying, drying, processing, storage, final load-out to trucks and all site work) • Pursuit Manager for preparation of the response to the City of Fort Worth RFP for the Lake Worth Dredging/Disposal Program (Statement of Qualifications, preliminary design, cost proposal)…Won.

Responsibilities were to assist the CEO in managing the firm, by establishing, directing, coordinating and performing ongoing monitoring and detailed evaluation of all company-wide performance metrics as the company continued explosive growth. Led the “Operations Committee” (1997 -2000), which was a pseudo COO position prior to the formal creation of the position, and comprised of a group of four corporate executives selected by the CEO to assist him in managing the operations of the reorganized firm. Worked as a close knit team with the CFO, as well as the HR, IT and Marketing Managers to develop and implement innovative programs, processes, training and mentoring to reduce risk, decrease cost, increase profits, create consistency and accountability, provide transparent data, enhance client and employee satisfaction and continue to promote an entrepreneurial spirit in the management staff. Such as:• Business Unit/Office/Division Financial Performance Metrics (flow charts for all business units detailing cost and revenue metrics data and color coded monthly to display comparison to Plan)• Evaluation and Standardization of office space and subsequent Subleasing Program• Contracting Authority and Approval Process (incl development of standard contracts & monitoring)• Strategic and Annual Company Business Plan (Narrative and Financial – development of format, review and comment/feedback to managers, consolidation and presentation to Board of Directors)• Project Management “PM+ Basic Training” and P3 Scheduling/Resourcing/Monitoring “Tools Training” Programs. Developed and implemented Training & Best Practices Manuals, 6 hours of e-learning and 2 days of hands-on classroom training; customized to train 600 Unit/Office/Division and PMs in over 20 different market sectors and service offerings. Served as instructor for both courses.

HQ in Fort Worth, TX; providing architectural, civil/struc/MEP engineering, planning, surveying, program/construction/facilities management services; 2500 employees in 35 US offices; privately held;• 1984 - 2005 Principal Stockholder (elected)• 1992 - 2005 Board of Directors and Secretary of the Corporation (elected)

Facilities/Federal Deputy Division Manager (1996 - 2000) and Division Manager (2004):Division was a combination of the previous Facilities and Federal Divisions which grew from approximately 100 to 700 people and from 5 to 20 locations and included architecture, multi-discipline engineering, Program/Construction and Facilities Management. Temporarily assigned (6 mo) as the Facilities Division Manager in 2004, until a replacement manager could be recruited. Federal Division Manager (1994 - 1996):Continued responsibility for the marketing, management, design, production, quality, profitability and client satisfaction for all Federal work and now also responsible for the profitability of the new Division, recruitment and retention of personnel and the growth of revenue and business units into other locations. • Added Facilities Management services to the company (incl Property Condition Assessment, Environmental Site Assessment, Asset Management and Preventive Maintenance programs)• Led the first successful use of the Design-Build methodology (F-117A Stealth Fighter hangars) Federal Government Market Leader (1984 -1994): Served as the Market Pursuit Manager, PIC and/or PM for all Federal work. Responsible for the development of standardized project and resume systems and significant client revenue growth.

Manager, CADD and Computer Services Department

1971 - 1978 Enlisted (E-5) Signal1978 - 1980 Officer (1Lieutenant) - Engineers1980 - 1984 Officer (Captain) - SignalHonorable Discharge

1977 – 1981, Project Manager; selecting, negotiating and managing contracts with Architect-Engineer firms for various Military tasks and projects. 1972 - 1977 , Structural Engineer