• Lead successful sale of the company.• Reset and built a culture of collaboration, respect, openness, and objective attainment, via One Sloan. • Restructured to refocus company: 1) expand use of external development, reducing $4.2 M of costs; 2) eliminate underperforming segment, gaining $1.2M EBITDA. • Reset the strategy; established a regular initiative review process, driven & authored by leaders in each business segment. • Expanded product portfolio in the Sign industry and expanded into new commercial lighting industry.• Set cash management practices, including: vendor communication process; working 13 week cash flow statement; weekly review meeting with key team; and focus to AR past due.

The Advisory Board Team members for your company are matched to meet the specific needs of your operation to achieve optimal success. Each of our panel members were invited to join the MasterMind Advisory Board based on their particular strengths, and each is sensitive to the needs of the business owners at this junction in their company’s growth.

Start-up company from scratch - how much more fun can that possibly be!• Reset supply chain, reducing costs by over 25%. Streamlined job shop to create capacity for expansion of business.• Instituted social media ad campaigns creating over 50% growth each month.• Set strategy for expansion of product line to serve multiple markets• Set multi phased media blitz to communicate job shop manufacturing capabilities plus reconstructed website

Recruited to lead a desperate situation near liquidation. Actions employed:o Set plan to eliminate term loan and change financial institution.o Met every customer, presented strategy, including marketing and new product plans.o Reduced inventory from $5.8 M to $1.8 M on greater sales level – eliminated 3 wasteful satellite DC’s.o Result: Increase liquidity from negative position (holding checks) by $8M.• Increased GM from 34.2% to 36.6% in 2 years.• Developed channel sales strategy and launched 4 new product lines increasing revenues by over 45% and EBITDA by 55%.o Expansion into LED, Natural Daylight LED, hand-held MAG and Metal product lineso Core channel – Craft USA market share was 60%, grew to over 85%.o Created a new, consistent packaging and merchandising strategy - also providing a stronger brand presence. o Greater recognition of OttLite brand through expanded store shelf presence.o Led complete change to website, substantially increasing social media campaigns and direct feed from/to our major customer’s websites.• Company record year – 2015 EBITDA. • Marketing: o Created a new, consistent packaging and merchandising strategy, providing a stronger brand presence. Complete change to website and substantially increasing social media campaigns.• Supply Chain: o Changed Asian sourcing structure from agent to our own Team, reducing costs by $600k and increasing working relationships with suppliers.o Developed a strong position with our suppliers, providing better control, on-time delivery and quality plus exclusive relationships, pricing and access to new innovative products.• Changed culture:o Added passionate developers and eliminated negative influencers at all levels.o Added key individuals at all levels and developed an atmosphere of Team, working with absolute integrity, execution and always doing what was best for the company. o Worked with a small Team, using every resource possible to expand and grow profitably.

Active participating member of the Board of Directors and Compensation Committee

A consumer products, manufacturing and distributing stainless steel sinks, water coolers, semi custom cabinets, faucets and stone tops primarily in North America. – Privately owned.Recruited by CEO for full P&L responsibility turnaround and culture change to $220M multiple manufacturing location division. Promoted to P&L responsible for corporate sales and channel marketing with over 100 people throughout the USA and Canada.* Developed strategy and reorganized the structure to change the company from product divisions to channel of sales, with a direct emphasis on complete customer focus.* Created a Channel Marketing team to specifically guide and support the sales channel business unit leaders.* Grew the consolidated results while the industry retracted, and brought the entire company to a One Source, One Solution versus as competing divisions. Achieved best bonus payout in company history.

A consumer products division, manufacturing and distributing semi custom cabinets primarily in North America. – Privately ownedRecruited by CEO for full P&L turnaround and culture change for $220M multiple manufacturing location division. Promoted to lead corporate sales and channel marketing with over 100 people throughout the USA and Canada.• Drove $220M cabinet business from negative $16M income to positive $1M in less than twelve months.• Increased sales by 8% while the industry declined double digit % - through line extensions, new products, speed to market and taking market share.• Developed and executed strategy to reorganize the structure of the company from product divisions to sales channels, creating a direct customer focus and increasing sales by 5% in one year.

Member of BOD

$375 million musical instrument products, manufacturing and distributing primarily a wide range of guitars and pianos world wide. – Privately ownedResponsible for leading sales and all corporate administration functions, leading special sales initiatives and driving the organization to a history level of income. * Lead strategy and direction to most profitable year in company history – double of prior year to $36M EBITDA.* Reorganized corporate functions to better support all operating and sales divisions to maximize income.* Position structure – most of the domestic organization reported to this role.

Active member of the Board of Directors

$400 million consumer products, manufacturing and distributing portable power generation products, air compressors and pressure washers in North America. – Private Equity Recruited to full P&L responsibility for turnaround of company to profitable level, then lead sale to PE firm. Following the sale, built new management team, led value creation through sales growth with organic new products, sourcing and initiated Asian JV’s to expand over double in size.• Built new management team, led value creation through sales growth with organic new products, sourcing and initiated Asian JV’s to expand and double in size• Increased sales from $180M to $400M through internal product innovation.• Personally developed strong relationship with retailers – The Home Depot, Lowe’s, Wal-Mart, Sam’s, Target, and Costco – earned 100% share at THD, Sam’s, Wal-Mart and Target.• Increased EBITDA from negative $11.7M to positive $21.5M in highly seasonal product line in less than 4 years.• Expand product lines in multiple forms:o Created a portable generator line with a 100% China sourced product, at our design and spec, introduced into new channel - Auto Parts retail.o Initiated exclusive agreements with commercial grade Japanese engines (Subaru, Yamaha and Mitsubishi) unique to USA marketo Created new line of pressure washers that fit with the Powermate Brand position. • Revised marketing strategy:o Increased market share at The Home Depot generator business from <50% to 100%. o Increase in market share of primary product line from 32% to 58% in less than three years.• Maintained 2 manufacturing plants in the USA and expanded capacity with the joint venture of Sumec, China manufacturer

$700M public consumer products - office and craft scissors, garden tools and recreational products. Recruited to lead corporate level role, establish new strategy and culture; responsible for all divisional P&L activity. * Established strategic & operational plans - reorganized company.* Successfully integrated prior acquisitions and set sales direction and goals.* Eliminated over $15 million in overhead costs in the first six months.* Increased cash flow by $100 million through elimination of non profitable product lines, inventory reduction programs and tightened credit policies.

$350 million operating division of Newell Rubbermaid with manufacturing facilities in Mexico, Colombia, Venezuela, Germany, France and the UK. Manufactures and markets a broad range of writing instruments sold through multiple sales channels.Full P&L responsible, presented new strategy to BOD to expand sales into European and Latin American markets through acquisition, using local platforms for USA brand sales distribution.* Created and organized the international division from its inception in February 1998.* Defined specific sales and marketing strategies for international market segments.* Personally directed sales to utilize local brands and infrastructure to bring our brands into international markets.* Met with retailers in Europe and Latin America to communicate our objectives.* Integrated and consolidated all acquisitions – changed culture and set sales growth focus.* Grew international business from zero to $350 million in less than two years.* Improved operating income at least eight percentage points within one year of each acquisition adding over $20M in income. * Leader for manufacturing, distribution, sales and marketing outside the USA and Canada.

Responsibility consisted of all financial activity for $1.8B of Newell business units, reporting to Group President. Direct reports included division CFO’s of eight separate units, totaling $1.8 billion. * Assisted division presidents in establishing sales strategies and income targets.* Lead acquisition and post closing planning for integration of Brazilian cookware company.

A manufacturer and marketer of a broad range of writing instruments in excess of $750M in sales.Responsible for all financial and strategic activities, lead acquisition deals teams plus rapid successful integration into existing company.* Involved in all facets of the sales and marketing functions.*Worked with the sales force to maintain annual growth average in excess of 7% adding over$10M in operating income.* Lead consolidation of Eberhard Faber, establishing sales and operational action plans that increased on-going sales by 8% and operating income over 12% (over $24M) in one year.* Lead acquisition and consolidation team for Empire Berol, cut out or sold non core product lines, set specific product line sales objectives, involved in customer negotiations and reduced operating expenses by $20 million in one year, increasing income over 12% ($24M) in domestic market. Set strategic plans for international business units, increasing income $5M in one year.* Maintained operating income in excess of 21% throughout acquisition time frame, best in Newell.* Maximized all sales objectives each year.* Earned Newell Achievement Award in 1996 for outstanding performance during acquisition consolidation. Only three awards per year are given company-wide. Also a member of the team winning the CEO award – only one award per year

$225 million private equity owned manufacturer and marketer of battery operated ride-on toys. Toy Industry - Manufacture and marketer of battery ride-on vehicles for children * Established new product development cost projection process and guidelines.* Set pricing structure for profitable sales of replacement parts.* Drove operating income to increase by over four percentage points greater through cost reduction and efficiency enhancements.* Set up sub-assembly operation in Mexico, significantly reducing operations costs.

$800 million manufacturer and distribution leader of chemical fertilizers in North America.All aspects of financial forecasting and modeling.

$400 million consumer products, manufacturing high volume product lines such as Lysol and Wet Ones.Division of Sterling DrugLead all aspects of operational cost accounting for the company

Lead and coordianted all activities of a 75 plus participant size swim team and parents group