Cooper & Kirk is one of the Nation’s premier trial and appellate litigation firms. We have an extraordinary record of success. Since our founding two decades ago, we have been involved in many of the most significant trials and appeals in the country, usually against the nation’s largest and most sophisticated law firms. We relish this challenge and have won courtroom victories worth more than $10 billion for our clients. We have also invalidated numerous federal statutes from the Line Item Veto Act and census sampling to the composition of the Federal Election Commission. As defense counsel, we have successfully defended the vital business interests of our corporate clients and the sovereign rights of our state and local governmental clients.

Warren Oil is the largest independent blender and packager of lubricants to the automotive, agricultural, commercial and heavy duty markets in North America. The company operates six manufacturing and packaging plants in North Carolina, Alabama, Arkansas, Texas, Illinois and Pennsylvannia. In addition to its own brands, it manufactures and markets private label products for a number of Fortune 500 companies.

After significant achievements as Chief Financial Officer for two years, I was promoted to Chief Executive Officer in 2014 to transform this 70 year-old, farmer owned cooperative with 700+ members into a modern sales and marketing organization. During this time, I reported to the Board of Directors, managed 9 employees, and directed operations including full P&L responsibility of 5 subsidiaries with 450 employees at 16 locations in 13 states and annual revenue of $290M+. • Increased dividends by 400%+ in 5 years, returning $43M+ in dividends and tax credits to the members. • Syndicated the Cooperative’s financing, securing a $217M credit facility and achieving interest savings of $2.8M+ in 3 years while allowing for the expansion of the business. • Revamped the consumer products division increasing revenue 38% YTD, reversing an 8-10% annual decline. • Oversaw the investment of $26M over 2 years including the replacement of multiple manufacturing complexes, 3 property acquisitions, and a new green storage facility that lowered production cost and improved product quality. • Acquired the stock of King Maker Marketing for $24M at a 45% discount over previous comparable acquisitions. Assets included 4 FDA predicate brands and a annual $7.1M Master Settlement Grandfather Exemption. Integrated the company adding $5M in annual EBITDA. • Recruited a world class management team and changed corporate culture. • Rebranded the Cooperative’s public image, including new logos, multiple conference speaking engagements, industry news articles, advertising, and launch of a new website. • Acted as de facto general counsel and managed a number of complex legal cases including a $340M, 800,000- member class action for dissolution. • Implemented new financial reporting and accounting practices, bringing the group into compliance with GAAP, maximizing tax efficiencies, and properly eliminating intercompany profits.

I was recruited into this executive leadership role to redesign the financial systems of this privately held, aviation electronics distributor with annual revenue of $20M+. I managed two direct reports. • Generated over $2M in net free cash flow by implementing improved Inventory and A/R management practices. • Led the implementation of a new SQL based ERP system after the project had been stalled for six years. • Reduced expenses by $300,000+ annually through changes in production processes, bank services, credit card processing, vendor discounts, purchasing cards, bank loans, freight rates, and commission calculations. • Completely revamped the financials and financial reporting system, resulting in timely, GAAP compliant financials. • Retired all corporate debt. Renegotiated commercial credit facilities, eliminating all personal guarantees.

I brought professional management to this second generation, privately held, middle market, construction materials company with operations in Central North Carolina and Western New York, and 250 employees. Operations included four quarries, five asphalt plants, three ready mix concrete plants, and a fleet of mixer trucks. • Grew revenue and cash flows by 250% in 5 years in North Carolina. Executed a strategy that allowed the North Carolina business unit to increase revenues fivefold and reduced employee turnover by 50%. • Eliminated unprofitable operations and expanded the business through sound financial management, strategic investment and the acquisition of new locations. • Completed over $20M in capital projects, including four stone plants, three asphalt plants, two ready mix plants and a new corporate headquarters. • Divested the New York operations at a multiple of 12 times EBITDA. Managed the entire private auction process, due diligence, purchase agreement negotiations, and closing. • Negotiated several large, unsecured credit facilities with LIBOR based rates and no personal guarantees. Eliminated all corporate debt within five years. • Decreased insurance premiums by $250,000 per year by joining an offshore Group Insurance Captive. • Completed over a dozen large real estate transactions involving over 3,500 acres. • Settled a major Superfund lawsuit that involved 21 parties, ending eight years of litigation and generating new revenue for the corporation.

I founded this start-up enterprise with exclusive North American distribution rights to the world’s only flushable colostomy pouch. Led the organization from inception, including establishing a national call center and shipping operations. Obtained all FDA and Medicare approvals. Spearheaded sales and marketing effort, traveling nationally and presenting at tradeshows, hospitals, and support groups. Negotiated distribution agreements with the leading ostomy distributors. Completed the sale of assets to British partners.

I was sent to Canada to evaluate and salvage two small, dysfunctional subsidiaries for this Fortune 500 Corporation. Identified and developed a new go-to-market strategy that built a strong local presence and transformed the company into an adaptive, goal-oriented corporate culture. Built consensus within the five corporate divisions and consolidated their efforts in country, making this subsidiary the model for the corporation’s 26 foreign subsidiaries. Full P/L responsibility. • Increased revenues from $4 to $24M in three years. Increased staff from 6 to 42 employees. • Developed the personnel and operations necessary to support shipping over 1,000 orders same day by adopting best practices, implementing new systems, and retraining management. • Acquired a 55,000 sq. foot facility, completed $1M in renovations, stocked 30,000 chemicals, and implemented a new ERP system within a 16-week period. • Reduced expenses by 33% in the first year, achieving the lowest expense to sales ratio in the corporation. • Generated $2.2M in tax savings through changes in inventory practices.

Served as a Lieutenant on the Navy’s newest Aegis cruiser, USS PRINCETON (CG-59) and USS JESSE L. Brown (FF-1089). Persian Gulf War. Awarded Combat Action Ribbon.