Advises BioVeritas’ commercialization efforts in developing partnerships with innovative food, feed, and chemicals companies seeking a more sustainable future. BioVeritas is a clean ingredients and bio-based chemicals company pioneering a proprietary upcycling process inspired by Mother Nature. We are deploying the BioVeritas Process™ at scale in a disciplined, stepping-stone approach by starting with food and feed ingredients, and then will expand to specialty chemicals and sustainable fuels.

CORPORATE PROFILE: A $3.6B consumer company and the world’s largest producer of baking soda with 5,000 employees RESPONSIBILITY PROFILE: I report to the President of the Specialty Products Division, with 140 employees across 10 countries, 70+ product sales representatives, with six direct employees. I drove innovation, transformation, and global growth through sales, marketing, R&D, and technical services, identified business opportunities, presented ideas to top executives, and focused on org development, workforce engagement, and creative thinking.ACHIEVED IN THIS ROLESTRATEGIC PLANNING (OPERATIONS – ADMINISTRATIVE) / M&A / HUMAN RESOURCES• Post-several acquisitions, I was challenged to merge four cultures over three years while maintaining best-in-class employee engagement. I collaborated on clear cultural expectations and evangelized organization-wide. This equipped each subsequent acquisition event with a reliable roadmap for integration. Then, worked closely with HR leaders on messaging to reassure and engage employees. These efforts maintained less than 5% attrition and engagement scores 85, which outpaced the corporate average of 72.REVGEN / TRAINING & DEVELOPMENT / TECHNOLOGY• Determined to inspire the marketing and sales teams to facilitate more complex product portfolios. Over 90 days, I orchestrated upgrades to the CRM, collaborated with functional leaders; IT, Sales, and Marketing to implement Microsoft Dynamics into Cloud, and introduced a novel sales approach to transform sales training for ~30 staff. Since 2019, strategic accounts revenue has outpaced overall business growth by 30%, as teams had a unified approach to the sales process with CRM, producing a $50M total lead flow value.

PRODUCT DEVELOPMENT & LAUNCH / PE OPERATING PARTNER (ADMINISTRATIVE) / REVGEN / PROJECT MANAGEMENT / ORGANIZATIONAL DEVELOPMENT• Product development and launch processes were deemed slow and inconsistent, often leading to business failures despite technical successes. I identified bottlenecks and integrated design thinking into approach. Built an innovation process, led ~30 design sessions; product design, business model canvasing. This enabled corporate-wide transparency, while reducing R&D projects from 60 to 20 to fund larger projects. These tactics revived the stalled project and launch and is tracking at ~$1M in sales with 50% gross margins.HUMAN RESOURCES / ORGANIZATIONAL DEVELOPMENT / STRATEGIC PLANNING (ADMINISTRATIVE) / OPERATIONS• Due to aggressive growth generation (above), the organization required restructuring to scale. I identified core improvement opportunities in employee and customer engagement and communications and evangelized throughout the organization Over the following seven months, I then led collaboration of planning for organizational design improvements aligned with market needs. Facilitated town hall meetings to communicate proposals to stakeholders and personally informed impacted employees of all changes. This elevated morale, introduced autonomy, and aligned all divisions

RESPONSIBILITY PROFILE: I reported to the President of Specialty Products with a 7% organic revenue growth goal and 30 employees with seven direct. Responsible for leading domestic business growth, innovation, sales, marketing, M&A integration, organizational culture, and R&D.ACHIEVED IN THIS ROLEMERGERS & ACQUISITIONS / STRATEGIC PLANNING (ADMINISTRATIVE) / REVGEN / NEW BUSINESS DEVELOPMENT / FINANCE• Promoted by the Specialty Products Division President to reverse flat sales caused by a focus on one US sector that had stagnated, I then led diversification effort to identify an acquisition target. Presented the business case and won approval for ~$250M of investments in acquisitions. Partnered with M&A to complete due diligence, negotiations, and develop financial models. This resulted in three acquisition events; microbial, prebiotics, and food safety. Mergers led to >1,000 basis point margin improvement and contributed to >10% CAGR; additionally, increased sales from <1% non-dairy species to 30%+.REVGEN / STRATEGIC PLANNING (ADMINISTRATIVE) / TRAINING & DEVELOPMENT / MARKETING• The business needed to establish differentiation, as revenue and margin erosion occurred due to a mature market base. Spearheaded and transformed the marketing approach by implementing “Jobs-To-Be-Done” and refocusing efforts on multiple key markets. Leveraged research and training to ensure all messaging was focused on key outcomes, not features and benefits. Within the first year, realized >10% growth on high-margin products, which outpaced the industry by 2X. These changes led to the business receiving several marketing awards from National Agri-Marketing Association over several years.

VENDOR NEGOTIATIONS / TEAM LEADERSHIP• Tasked by the President to address the underperformance of one of the company's critical brands(part of a strategic alliance). Due to quality and manufacturing issues, teams had lost faith in selling the product, and customers had reservations about it. Owned the issue, led partner meetings, and repeatedly challenged the supplier to improve product quality. Within one year, this new strategy realized an 8.5% profit increase, consistent growth over the past seven years, and market share gain against competitors.MERGERS & ACQUISITIONS / NEW MARKET PENETRATION• Discovered a start-up company’s booth at a large industry trade show with overwhelming potential for acquisition and integration. Convinced owners of this potential via an introductory meeting and appointed an R&D Director. Despite an initial lack of interest, engaged leadership and the team orchestrated negotiations and won exclusive rights to a deal within a year of initial introduction. This fueled strategic growth in multiple channels. Was promoted to Vice President & Head of Revenue.

CORPORATE PROFILE: A $3.6B consumer company and the world’s largest producer of baking soda with 5,000 employees RESPONSIBILITY PROFILE: I reported to the President of Specialty Products with two direct employees. Responsible for spearheading the long-term growth strategy and plan for the domestic business, which included global marketing and day-to-day business management.ACHIEVED IN THIS ROLESTRATEGIC PLANNING (ADMINISTRATIVE) / HR / REVGEN / TALENT ACQUISITION• When the business unit saw mostly low-margin growth, I was recruited by the Executive Vice President of the Specialty Products Division to intervene. I identified an outdated product portfolio with low margins (sold for ~20 years). Developed a 5-year growth plan and, within the year, conceived and implemented a four-pronged growth strategy, global expansion, diversification, business model evolution, and team development. Collaborated with the team to define KPIs and top-graded talent. This introduced “outcome-driven” marketing and evolved GTM. This plan was highly lauded within the division and was replicated in other BUs, driving a 70% revenue lift($100M to $170M)over five years, outperforming the industry average of 3%. Was promoted to Director.

RESPONSIBILITY PROFILE: I reported to the division President with a $60M OPEX, 10% organic revenue growth goal, and 30 employees with six directs. I was responsible for full P&L of the $300M+ revenue business, leading international technology, sales, and marketing team to align sales, management, and strategyACHIEVED IN THIS ROLESTRATEGIC PLANNING (ADMINISTRATION) / PRODUCT MANAGEMENT / SOURCING• Company desired to build a chemical manufacturing asset in China but lacked a solid value proposition. To mitigate risk to the business, I completed a market assessment to demonstrate the unmet needs in the Chinese disinfectant space. Leveraged this to persuade leadership to pivot the business model from manufacturing the base ingredient for the end-user to prepared finished and branded products. Effort resulted in the construction of a multi-million-dollar formulation facility in Nanjing, which substantially impacted global EBIT.

RESPONSIBILITY PROFILE: I reported to the VP of Sales & Marketing with a 10% organic revenue growth goal and 18 employees with four direct. I was responsible for managing international marketing, global R&D, and leading capitalization on new products and market opportunities

CORPORATE PROFILE: A $2B agricultural science company. RESPONSIBILITY PROFILE: I reported to the GM of the Active Oxidant Division with a $12M OPEX and ten employees. Responsible for full P&L for EPA and FDA-regulated peroxygenase sanitizers, disinfectants, and sterilants. Guided market expansion with design thinking methodology to capture new product innovation opportunitiesACHIEVED IN THIS ROLELEADERSHIP / COACHING / TRAINING AND MOTIVATION• An opportunity arose to mentor a talented employee who struggled with negative behavior. Discovered lack of confidence stemming from difficult personal issues. Coached them to recognize the importance of others’ perspectives, mentored their professional communication skills, and improved their inter-office relationships. This transformed the employee into a trusted resource for the sales team, leading to promotions at FMC and Lonza.

RESPONSIBILITY PROFILE: I reported to the Director of Sales and Marketing with a $12M OPEX. I was responsible for full P&L for EPA and FDA-regulated peroxygen-based sanitizers, disinfectants, and sterilants. Guided market expansion with design thinking methodology to capture new product innovation opportunities

RESPONSIBILITY PROFILE: I reported to the Director of R&D and was responsible for product development, manufacturing support, and customer technical service support.