Travis Bonner Email and Phone Number

Board Member

I focused on M&A and BD for the company.

Consulting/ Project Management – Provided project management and business expertise for engineering and construction projects at customer sites such as National Oil well Varco. Liaise with decision makers on projects. Defined, measured, analyzed, and designed plans for multi-million dollar equipment installation & construction projects within very tight specifications.Trading - (buying, selling, exporting) metal commodities. I bought, sold, and exported metal all over the world. Sources: metal recycling yards, decommissioned manufacturing plants such as paper mills. One such project was an aluminum mill decommissioned on the Ohio river. Destinations are worldwide but primarily East, Far East, and Pacific Rim.Owner/ Manager – Paragon Worldwide – I owned part of a metal recycling yard in Houston from June 2013 – January 2014. I was managing yard operations, and running the business with my business partners. I helped build the business out of virtually nothing to a productive company. We had a 4 acre recycling yard where we were buying, sorting, upgrading, packaging, and exporting metals to the China primarily.

Worked full time at GEM Iron and Metal as a consultant and operations manager to develop a new recycling yard. Bought metal, trained staff, streamlined business operations, installed operational procedures, and generally grew the business.

- I was hired to be the Operations Manager for the Non-ferrous division in Houston including the largest scrap yard in Houston and management of 4 other satellite yards with managers of their own. - I was awarded the additional job of Ti-Tech Division Ops Manager (the Non-ferrous portion of the super shredder after 3 weeks. - I management of a staff of 50 people, and indirectly managed 40 more including: hiring, payroll, raises, etc. - I was solely responsibility for budgeting, forecasting, P&L analysis of the Ti-Tech division which was over $15 million. - I was partially responsible for budgeting, forecasting, P&L analysis of the Non-Ferrous division which was over $60 million. - Inventory: Managed and maintained company metal inventory. Adjusted and maintained the digital inventory management system to match physical inventory after processing. - Maintenance: I managed and maintained all fixed and mobile equipment. Total value over $10 million. - Construction: I advised the president, to whom I directly reported, on necessary repair and construction projects. I worked with engineering to design projects. Acquire bids. I presented and advised the President of US operations on construction and development needs. - Shipping/ Receiving: Managed all incoming and outgoing shipments. We averaged 5 million lbs./ month. - Procurement: I had purchase power up to $10,000/ transaction. Manage and choose vendor accounts for all consumables in both divisions. - Loss prevention: Analyze inventory to identify problems. - Data Analysis: I designed and built a Six Sigma process improvement system which increased profit by 5 times.

Project Management – In 2010 I handled a large reclamation and recovery project site to be occupied by Bluebell Ice Cream. I decommissioned the facility, removed approximately 1/.2 million lbs. of recyclable and salvage assets. Then, sold and delivered those assets to the consumers. Owner/ Manager – Bayou City Metal Recycling – 2008-2009 I owned part of a metal recycling facility I built from scratch. We bought material, processed it, packaging it, then shipped it to China and other places. I was a minority investor, and sold my interest for profit.Metal Commodities Trading – In 2004 I started exporting metal to China with a business associate. We combined resources, buying, selling, and exporting metal products to China. In 2006 we opened an office in Shanghai to facilitate sales, and expanded into more markets in such as Taiwan, Korea, Vietnam, and India. In 2007 we took in $10.2 million in revenue.

I was selling insurance and annuities in the elder care markets at this company. After 4 months I was promoted to Houston sales team manager, replacing my boss who was downsized.

I was hired as a sales rep, selling internet service. After three months I was promoted to supervisor in the sales department. After a few more months, I was promoted to Call Center Manager. Eventually, I was put in charge of the retention department. This was the most challenging non-executive job in the company.I also owned 0.1% of the company. It was a small interest, but turned a tidy profit when the company was sold in 2004.

I stayed in the recruiting business another year, but I switched over to the information technology (IT) business. My thinking was that this was a much larger market pool, and it was. However, the competition pool was just as large. I had 2 different jobs in the IT industry. One at Pararnet, which was sold, the another at Computer People, which was also sold. I didn't like the dynamic and uncertain nature of that industry. So, after working for 2 companies that were sold in less that a year, so I decided it was time for a career change.

In the professional recruiting business I was making at least 100 cold calls a day. My job was to find engineers in the chemical and refining businesses. My greatest takeaway from this business was learning the basics of communicating with business professionals.