Professional Services Company focused on sports, strategy and support for brands, leagues, teams and businesses in the sports and entertainment industries. President and Founder 2017 to current

UFC: World’s premier mixed martial arts (MMA) promotion, produces over 40 live events each year and broadcasts UFC content in 160 countries and territories, to over one billion homes worldwide, in 20 different languages. Executive VP and GM; Canada, Australia and New Zealand 2010 to 2016 Led operations and development of the UFC brand and business across all three markets. Managed full P&L, building pay-per-view, broadcast and sponsorship opportunities, establishing and managing the UFC’s event schedule within these regions while also leading relations with all levels of government and local communities. • Brought credibility, understanding, and business opportunities to a new sport largely misunderstood• Secured the sanctioning MMA in Ontario, British Columbia and Saskatchewan, as well as lobbying the federal government to amend the criminal code in order to legalize the sport across Canada• Expanded MMA from a single State/city in Australia in 2012 to four States, five cities and opening NZ.• Delivered two of the UFC’s most successful events ever with UFC®129 at Rogers Centre in Toronto and UFC®193 at Melbourne’s Etihad Stadium, establishing gross ticket revenue records in both venues

Well-established, brand driven management consultancy that specializes in creating competitive advantage.Partner and Managing Director 2008 to 2010 Charged with building a sports industry vertical within the consultancy. • Led strategic brand advisory work with NFL Canada, NBA Canada, Sport Chek, adidas Canada • Prepared the Franchise Relocation Application to move the NHL’s Phoenix Coyotes to Hamilton, ON

The CFL is an icon of Canadian sport representing major cities across the country while hosting every fall the single largest annual sports event – the Grey Cup – a unique experience that helps define the fabric that is Canada.Commissioner 2002 to 2006 Reporting to the Board of Governors, the Commissioner is the CEO of the League, the custodian of the brand and its relationship with fans and business partners while being the public face and voice of the sport and institution. • In first year of mandate, restructured the ownership of the League’s two oldest franchises (Toronto and Hamilton) while stabilizing the CFL’s public image with effective/engaging communication strategies • Negotiated long-term strategic partnerships in broadcasting (TSN, RDS, CBC), on-field suppliers (Reebok) and corporate Canada (Scotiabank, Rogers, RONA, Sony, Sun Microsystems).• Led CFL to successive years of record revenue, net team distributions, broadcast ratings and attendance• Introduced a new Salary Management System providing cost-certainty in player payroll while ensuring a level playing field for all teams to compete whether privately owned or community based.

$250 million subsidiary of Germany based adidas-Salomon AG, a world-class sporting goods company. North American operating division of France-based Salomon sports, the premier snowsports brand in the world. President and Chief Executive Officer 1999 to 2002Mandated to re-organize, fix, re-vitalize and move US operations to Portland OR and integrate with adidas. • Led transformation of SNA into a customer focused, financially disciplined, industry respected team• Improved SNA’s Operating Income by $21mm to 17.5% of net sales• Completed re-organization of US operations, implemented a trans-continental move to Portland• Successfully managed the three-brand integration of adidas, Salomon and Taylor Made in Canada

One of Canada’s oldest sporting goods companies, adidas Canada was the global brand’s first foreign subsidiary.President 1988 to 1999Led adidas through two different periods; a Consolidation Phase from ‘88-‘92 and a Growth Phase from ‘93-‘99. • During the Growth Phase, managed explosive revenue growth from $23mm in 1993 to $160mm in 1998. At the same time, profitability improved to 21% of net sales, expense ratios were cut from 32% to 19% while growing A&P spending to 9%. Corporate culture and industry reputation remained unchanged. • During the Consolidation Phase, right-sized the organization through headcount reductions, facility rationalization, aggressive balance sheet restructuring and implementation of tight financial controls• During both phases, maintained a strong team culture, community respect and a reputation for integrity and trust, characteristics critical in the successful implementation of a dramatic brand repositioning.