Full P&L responsibilities of Atkore's Security Business Unit specializing in providing Perimeter Security Solutions.

I’m helping redefine my company’s commercial and organizational strategy. Gerdau has a long history of putting customers first and developing our capabilities around their needs. Our mission is to remain an extraordinary company by becoming even more responsive to the changing needs of our customers.My current project has three distinct phases:⇨ Phase 1 consisted of leading a six member, cross-functional team (two McKinsey, two Gerdau, two industry experts) through segmentation of current portfolio, performing a gap analysis, and setting the goals and milestones for an initial go-to-market pilot team focusing on one test segment. All milestones were achieved on schedule. ⇨ Phase 2 set seven major milestones for the team; create a detailed market map, establish an actionable sales pipeline, uncover unique value propositions, refine commercial offerings, build KPIs and reporting plans, map out competitor and channel reaction plan, and document the repeatable process for future markets. All milestones were achieved ahead of schedule and approved by the executive board for additional resource allocation.⇨ Phase 3 is ongoing and includes documenting the needed asset realignment, organizational and talent needs and technology requirements (CRM/ecommerce) for ongoing success. This phase encompasses both the execution of the initial market (rail products) as well as creation of additional segments. Significant business development opportunities are being captured concurrent with the strategy development activity. Select achievements from the initiative: ✔ Spearheaded five new product development projects. Projections of $500M+ /yr ongoing ✔ Won initial phase ($5M) of $65M contract utilizing newly created model ✔ Established pipeline process meant for the pilot team but being rolled out company-wide

Full P/L responsibilities across multiple locations. Revenues of $120M+ and 150+ employees within a $1.2B public corporation. Manage all strategic planning and execution for the commercial, administrative, and operational activity of the company’s largest region. Sell into a wide variety of markets including Aerospace, Construction, Industrial Manufacturing, Agriculture and Mining. Diverse customer base of Fortune 500 companies including Caterpillar, United Technologies, Lockheed Martin, John Deere, General Dynamics, Emerson, Textron, W.W. Grainger, Dover, Oshkosh, Terex, SPX, and Joy Global. Highlights:• Outpacing YTD Revenue Budget at 118%, Operating Profit at 124%• Streamlined commercial staff, reducing personnel costs by seven percent in the first 90 days• Spearheaded new transportation routes, increasing some service areas while reducing ongoing costs by 13%

Full P/L responsibilities for multiple locations with Revenues of $60M+ and 40+ employees. Manage all areas of the company’s fastest growing and most profitable unit. Selling to the demanding Oil & Gas market “majors” including Halliburton, Schlumberger, Cameron, Robbins & Myers, NOV, and FMC. Highlights:• Created strategic vision and action plan for revenue and margin growth including launch of new product lines • Increased on-time delivery by four percentage points during first three months in position, then held at new level• Grew Sales pace by 40% year-to-date; 2010-11 monthly average $3.7M, 2012 average $5.2M • Increased overall Margins by over a full point from 2011 to 2012 by renegotiating the Business Unit’s largest contract • Restructured truck routes to increase service levels to customer base while reducing costs by 20%• Increased adoption of Lean & 6S philosophies, maintained an accident-free workplace by creating a culture of accountability

Manage commercial and administrative activity of the company's largest district in revenue, profit and personnel. Responsible for more than $140M of revenue and lead a team of 10 outside salespeople covering five states. Upgraded personnel resulting in a vastly improved workforce as well as creating contingency plans and leadership tracts.

In charge of a $150M+ product line. Managed a small team responsible for business development across a global network of distribution plants. Established new supply routes, pricing, and quality oversight.

Managed new product / market development and provided strategic vision for the American Business Unit. Drove inorganic growth in new regions, markets, and product sectors. Created and assessed opportunities for M&A and JV opportunities.• Spearheaded Merger and Acquisition activity including identifying targets, contacting ownership, creating teasers, creating valuations, and coordinating due diligence phase. • Created sales channel for multinational joint venture (US, UK, Japan). Created base-case business plan from extensive market research later acted upon and funded on a company-wide level • Led project development team for a global ERP (Enterprise Resource Planning) implementation for five offices in three countries (USA, UK, UAE). Created documentation to secure internal funding and implementation • Provided North American market analysis used in UK and Europe to create and maintain global pricing matrices • Launched long-range marketing strategies, including mission statement, value propositions and collateral

Managed all functions of the sales cycle and product management for five separate product lines related to construction and manufacturing, totaling approximately $40 million per year. Highlights include: • Secured 12 new customers/projects in one year with sales of more than $17.3 million. Won several significant projects including: 71 South Wacker, Chicago IL, World Trade Center 7, NY, The Union Pacific Center in Omaha, NE, Seattle Library, and Soldier Field in Chicago • Created project pricing tools that moved quoting process from several days to a few hours. System evaluates more than 340 products from five different mills in three countries while comparing domestic pricing• Cut costs and simplified logistics for company’s largest customer, Caterpillar. Created flow charts to illustrate overlap of duties between overseas offices and the customer • Produced all technical and commercial areas of complex RFQs for shipbuilding projects by the US Government. Completed complex technical RFQs for national and international railroad projects

Worked for print production facility, specializing in sophisticated, data intensive direct mail programs. Responsible for all areas of the sales cycle from prospecting to closing and collections. Promoted three times in as many years.

Elected public official. Sat on the highest-ranking governmental body in the county. Created and passed legislation in all areas of county jurisdiction including planning and zoning, law enforcement, forest preserves and transportation, etc.

Appointed to the highest governing body of the University by the Governor of the State of Illinois. Final approving body for all projects including all acquisitions and capital expenditures.