CORPORATE PROFILE: A $1.4B Industrial and Aerospace Manufacturing Company with 5,500 Employees. RESPONSIBILITY PROFILE: With Barnes, I possessed full P&L responsibility, $1B Revenue Goal, and 4,300 employees with 7 direct. The Chairman and the CEO recruited me to lead reorganization. My investigation revealed missed critical synergy opportunities within the portfolio. I built a scalable, organizational design by function, targeted priorities, and navigated internal bias and change-resistance to execute. I also restructured the leadership team and personnel. The successful restructuring led to productivity improvements and M&A activity, which achieved the globalization of brands, increased sales, operational efficiency, and product innovation. In the following 4 years, the foundation that I established drove growth that exceeded industry averages.ACHIEVED IN THIS ROLEMERGERS & ACQUISITIONS• In this role, I was tasked to develop a growth by acquisition plan. I worked in tandem with functional leaders to develop an M&A strategy, identified targets, approached, presented, and secured an acquisition with complimentary products. Once completed, I established a Business Group Leadership Team, improved products, instituted new internal and external communications. The acquired organization became a recognized leader, transforming the company, yielding 50% growth over 4 years. These methodologies are now the standard M&A practices for Barnes.PRODUCTIVITY / HS&E / EMPLOYEE ENGAGEMENT• Employee Safety was a high priority. I was tasked to develop high-quality safety measures and metrics, so within the first 90 days, I led investigations and built a strategy to evolve the corporate mentality toward HS&E. This instituted a behavior-based approach that anticipated and resolved risks. these efforts resulted in significant safetly levels, which catapulted productivity. This increased morale and the new, heightened safety measures became global SOPs.

RESPONSIBILITY PROFILE: $500M Revenue and 1500 employees with 15 direct. Full P&L was under my responsibility, with operations in the US, Europe, and Asia.ACHIEVED WHILE VICE PRESIDENT & GENERAL MANAGER, FCD POWER SECTORDIVESTITURES • I was called upon by the FCD President to lead divestiture of noncore businesses, (~$50M in annual revenue). Worked with divisional leadership to present, negotiate, and secure the sale, ensuring proper communication with leadership. These efforts resulted in the successful sale of the company within 4 months.

RESPONSIBILITY PROFILE: $230M Revenue and 600 employees with 11 direct. Responsible for full P&L, with operations in the US, Europe, and Asia.ACHIEVED WHILE VICE PRESIDENT & GENERAL MANAGER, FCD GENERAL INDUSTRIES SECTOR REVENUE CAPTURE STRATEGY• After multiple underperforming businesses from several countries were consolidated, the FCD President commissioned me to leverage economies of scale to bolster revenue and operating profit. I led business analytics and SWOT, and identified synergies while establishing processes for regional growth and operational improvement. We realized a 30% revenue growth and a 58% profit improvement over 2 years because of this. Other sector groups replicated this strategy globally. I was promoted to VP & GM, FCD Power Sector as a result.

RESPONSIBILITY PROFILE: Global marketing organization with 50 employees and 4 direct for $1.4B division. I executed a comprehensive marketing/operations plan and spearheaded division-wide strategic planning to promote business success for the division. HIGHLIGHTSDrove year-over-year margin improvements across the portfolio, achieving increases 2% above standard increases.Created a strategic pricing organization.

RESPONSIBILITY PROFILE: $200M Revenue and 150 employees with 5 direct. My jurisdiction included all operations and sales in China.ACHIEVED IN THIS ROLEGLOBAL EXPANSION / MARKET PENETRATION• The President called on me to move in country and lead execution of operations in China. While there, I recruited and trained sales and manufacturing teams, targeted and secured locations, and integrated US and European products. We achieved 64% CAGR to $200M over 3 years. The Greenfield operation became profitable within year one. This established a foothold in the region.

ACHIEVED IN THIS ROLESTRATEGIC PLANNING• I was charged by leadership to create a 5-year strategic plan for potential expansion into China. Over a period of 6 months, I worked with 3 global business groups to align their focus on China, built marketing and sales structure, exports, and local production. I unified thought processes among the groups established an effective strategy to enter the Chinese market long-term, and other regions benefited due to the new, low-cost production hub. Because of this, the company promoted me to GM, Flow Control Division China to lead strategy execution.

RESPONSIBILITY PROFILE: $130M Revenue and 650 employees with 10 direct. This also included full P&L of the group consisting of 30 facilities in NA.ACHIEVED IN THIS ROLETURNAROUND• The Industrial Services Group was underperforming. The FCD President tasked me to attempt a final turnaround with the goal of divestiture. In my first 90 days, I analyzed and evaluated all aspects of the business, and within 6 months, we reorganized for efficiency with strategic pricing, operational process improvements, and focused cost initiatives. These efforts restored profitability (+$6M) the first year, which bolstered valuation for the eventual divestiture.

ACHIEVED IN THIS ROLEEBIT GROWTH• As VP, I was tasked by the President to elevate pricing across the portfolio without eroding market share. I collaborated with internal and external partners and led execution, eliminating non-productive activities. This delivered the desired pricing increases and established new, efficient processes throughout the division. This produced $7M operating income the first year and elevated processes for A/R. These studies were repeated yearly to establish and institute annual pricing adjustments.REBRANDING• After the consolidation of unique, legacy companies into a single business unit, I was charged with building a branding strategy by the President, FCD Americas to support the new entity. I collaborated with business leadership to develop Value Proposition and worked with internal and external teams to develop and execute branding strategies. My efforts evolved the reputation of the company as a trusted global solutions provider vs. product supplier.