Terry Hamilton Email and Phone Number

• Management process diagnostics, structured manufacturing operations improvement and continuous improvement / Lean programs, especially across multi-site organizations• Strategy and special projects; planning processes; execution support for improvements/turnarounds, divestments, closures, transitions, acquisitions/integration• Organization development; business/people performance management; change management; interim executive management• Executive and senior leadership team facilitation and personal coaching

We are operational experts with deep industry experience. We work alongside your team to lift capability and drive performance results.

Partnership between Canadian Kraft Paper and Nekoté LP (a corporation representing seven First Nations) to manage activities related to harvest planning, forest renewal and environmental management. Shared objectives include:• Access to low-cost reliable fibre supply• Improved business opportunities for Nekoté members and businesses• Opportunity to influence forest management decision making• Strengthened access to employment for Nekoté members

• Accountable at sack kraft paper business for operational, human resource and financial performance; stakeholder relations; preparation of planned closure and divestment projects; transition of company/management to new ownership • Revenue: $150 million; Employees = 320; Woodlands Contractors = 250Key achievements:• Implemented structured improvement program with participation of internal and external stakeholders• Collaborated with government to avoid $26 million in cost and to create additional potential savings > $25 million• Implemented new leadership and performance management initiatives • Prepared and supported analyses of strategic alternatives (improve, harvest, divest, close)• Prepared materials to support divestment processes and worked directly with target buyers as needed • Championed development of all elements of facility closure project plan• Supported process to sell operations to private equity buyer and avoid plant closure • Prepared and implemented transition plan after ownership change• Worked with new owner on turnaround program to improve culture, leadership and financial performance

• Accountable for multi-mill operations (up to nine units), corporate HR, EH&S, recovered paper trading and global continuous improvement processes• Revenue: up to $2.4 billion; Employees > 3000Key achievements:• Along with corporate M&A, analyzed strategic alternatives and implemented closure and divestment plans at several business units to reduce debt and exposure to declining markets (divested two operations in Korea, two in China and one in Europe; closed one in Norway) • Championed culture change and over $100 million in performance improvements with strengthened continuous improvement program in European and Australasian business units• Led successful reduction of 400 FTE and associated change management activities

• Accountable for design and development of global Lean-inspired continuous improvement and technical consulting organization for internal divisions of Norske Skog and external clients• Employees > 40

• Accountable for design and implementation of global Lean-inspired continuous improvement system across 15+ mills. Recruited and managed a global team of up to 15 members plus up to 60 temporary assignees. • Worked in partnership with a global top-tier management consulting firm to achieve goalsKey achievements:• Annual savings exceeded $40 million within two years; continuous improvement culture was strengthened • Transferred global production system learnings from manufacturing environment to sales and procurement; over $40 million in additional annual value created

• Accountable for continuous improvement, best-practice sharing and business development staff role. Also, responsible for Asian EH&S follow-up and support. • Revenue PanAsia Paper: US$1.1 billion from five sites; Employees = 2400.Key Achievements:• Led organizational and fixed cost review and benchmarking activities• Evaluated potential mill sites and JV partners in India• Improved and managed capital budget process

• Accountable for all line operations (from raw material supply through production to sales) and staff functions. Reported to Board and President/EVP of PanAsia Paper.• Revenue: US$80 million; Employees = 300.Key Achievements:• Strengthened health and safety performance with introduction of OHSAS 18000 • Introduced 6 Sigma to solidify continuous improvement culture

• Accountable for all line operations (from raw material supply through production to sales) and staff functions in a complex joint venture with four owners (including three customers and Norske Skog). Reported to Board and Executive Chairman (President of Hong Leong Industries).• Revenue: US$130 million; Employees = 360.Key Achievements:• Prepared debottlenecking and improvement plan, and set production records• Implemented structured cost reduction program• Completed major refinancing (>$275 million) • Implemented anti-dumping and tariff protection• Won Malaysia Gov’t H&S award for best heavy-industry program

Responsible for safe operation and performance improvement of 350 ktpa kraft pulp mill.Revenue: ~$250 million; Employees = 450

Assessed strategic options for Canadian pulp and paper sitesLed development of strategic fibre supply plan

Assistant Kraft Mill SuperintendentAssistant Technical Department SupervisorTechnical Assistant to the Newsprint SuperintendentProject Engineer