Evaluations resulting in actionable business process improvement methods for entrepreneurial organizations. PRINCIPAL • Results include strategic planning, SWOT analysis and leadership gap identification. Customer segmentation identified low/no margin buyers. Increased pricing and/or customer exclusion improved margins 1.5% while freeing up needed capacity.

Private Equity owned multi-location (five) manufacturer of galvanized pipe duct and fittings for the residential HVAC Industry with $75 million in annual revenuesThe Private Equity group required leadership to carve out this division of a public company, creating a stand-alone business focused on industry consolidation and taking advantage of a potential housing recovery.PRESIDENT AND CEO • Successfully directed divestiture of public ownership through acquisition by Private Equity. • Guided the design and execution of systems and processes to successfully establish a stand- alone $75 million entity. • Led operations and strategic direction including full P&L responsibility, • Provided cross-functional management; directed CFO, VP of Operations, Director of HR, Purchasing and three Regional Sales VPs with general oversight of 400 associates. • Identified six businesses for acquisition, motivated two targets to commit through due diligence. • Developed “Master Distributor” program for two new product lines increasing sales 12%.• Innovated laser technology reducing scrap by 25% increasing margins by 1.25%.• Board of Directors member

ADP, a division of Standex International (NYSE – SXI) was a $120 million, multi-location (seven - USA & MX) HVAC pipe duct and fitting manufacturer.Company was losing market share due to multiple acquisitions not fully integrated along with uninspired sales leadership, little innovation or strategic direction. PRESIDENT• Led operations and developed strategies, full P&L responsibility, • Provided cross-functional management; directed CFO, VP of Operations, Director of HR, Purchasing and VP of Sales with general oversight of 800 associates. • Identified organizational obstacles including lack of acquisition integration, e.g. running as three separate companies. Developed norms across the organization creating best practice standards, common part numbers, allowing intercompany product sharing and reducing “cost to produce” by 3% - 5%.• Identified key business drivers, improved financial reporting, cash flow, and daily operational dashboards – trained associates.• Originated and implemented a “metal stocking program” reducing on hand inventory by 20% improving cash flow, lowering working capital and increasing raw material turnover from 3.5 to 5 times annually. • Assisted parent company with completion of manufacturing facility (maquiladora) in Nogales, MX. • Originated bundling strategy making available to current customers adjacent products, increasing revenue 16%.• Led the creation of reporting tools and controls that reduced price erosion improving profitability by 2.5%.• Successfully led business through protracted housing recession.• Developed and delivered management presentations for Standex Int.’s successful divestiture of the Standex Air Distribution Products division.

Hubbell Steel a division of GIBRALTAR INDUSTRIES (NYSE – ROCK) was a $65 million, multi-location (two) Service Center supplying galvanized, cold rolled, painted and bare coil steel for the metal roofing Industry. Post-Acquisition and retirement of the company’s owner, Gibraltar was in need of a leader to guide, develop and grow this division. Key staff members had departed to become competitors. PRESIDENT• Led operations and strategic direction including full P&L responsibility, • Provided cross-functional management; directed CFO, VP of Operations, Director of HR, Purchasing and VP of Sales with general oversight of 100 associates. • Opened new markets, automotive and appliance for current products increasing sales revenue by 6% and gross profit by 8% during year one. Customers landed in the “top 10” of Gibraltar Industries customer base.• Introduced lean manufacturing concepts improving productivity by 2%.• Originated English tutoring program for hourly associates, increasing quality and order accuracy. • Performed due diligence for Gibraltar Industries acquisitions.

J&F Steel a division of Arbed Americas (now Arcelor-Mittal) was a multi-location, cold rolled and coated steel service center with four locations in the Midwest. GENERAL MANAGER 1996 - 2002SALES MANAGER 1994 – 1996TERRITORY MANAGER 1986 – 1994