Wes Owen Email and Phone Number

Responsible for East Coast Business Development. Cyprium makes non-control investments. The firm can provide any combination of equity and subordinated debt, allowing for maximum flexibility and certainty of close. Cyprium has 80 investments to its credit since 1998 totaling $1.3 billion.

New business origination for a lower middle market capital/debt provider. Praesidian focuses on companies with $2.5MM - $15MM of EBITDA and has $1 billion in assets under management.

G2 Capital Advisors is a boutique investment bank and restructuring firm focused which specializes in Transportation Logistics, Industrial and Business Services Sectors within the middle market. The team has an extremely deep set of operating experiences combined with strong financial acumen.My responsibilities included leading special situation financing engagements. It also included coverage of the New York financial community: Private Equity sponsors, Credit Funds, Law Firms, Accounting and other related services.

Patriarch Partners is a distressed private equity group with approx $6 billion under management. They most often own the entire capital structure for mid-size industrial companies. Managed team of 15 credit professionals which oversees the investment portfolio of 70 companies. • Involved in 4 primary extensions of our platform through new deal acquisitions - Asset purchase of paper mill, instant camera maker, linen manufacturer/distributor and body armor company. $65 Million in EBITDA improvement for 8 companies in my portfolio over 5 yrs.• Secondary Market 1st Lien Trading – Researched and advised on $300MM of Senior Secured trades. Covenant analysis and stress testing along with fundamentals examination. • Restructuring activities – Extensive experience with 13 week cash flow management, working with banks on their borrowing base availability and determining how new money might be obtained outside of an equity or debt infusion (vendors, customers, etc.). Foreclosing on assets. Determining which liabilities to leave behind in bankruptcy purchase process or other highly distressed situations. In the course of restructuring: extensive experience protecting the most important components of a business and articulating what a company can become on the other side of extremely tight cash constraints.• Oversaw as owner the turn of a $120MM home health care company from $3MM EBITDA to $11MM EBITDA. Drove the strategic rationale for leveraging existing customer relationships and geographies into higher margin products (trend analysis for Medicare by geography and identifying hospice locations for “green field” startup). • Two formal board of director roles: 1) a home health care company and 2) a textile uniform manufacturer with distribution channels to laundries and restaurants.

After having worked as Director of Manufacturing at Amphenol for General Manager of the RF Division; returned to work for this same individual who was know CEO of a related company. Discussed taking on the COO position before having to return to US. Member of senior management team in turnaround of $400 million cable interconnect business. Improved net income from -$3 million to $20 million in last 12 months. Worked closely with CEO and Board of Directors on strategy.Consolidated $55 million UK based wiring system business from 5 sites into one location in Croatia. Achieved 10% improvement in operating margins; 40% improvement in S,G&A and manufacturing overhead; 30% improvement in inventory levels. Consolidation involved 4,000 part numbers; greenfield startup in Eastern Europe. Turn around of $22 million Chinese cable assembly business. - $10 million increase in new business contracts; doubled annual revenue; reduced past due orders from $400K to $40K; 35% to 65% increase in productivity; $100K loss to 70K profit; reduced headcount by 35%.- Created critical customer list – all past due issues solved within one month for this elevated list. - Improved productivity by application of tooling and fixtures to uncontrolled processes. - Daily review of potential failure points in process. Led successful transfer of $12 million in US based OEM telecommunications business. Managed these A list customers through the transition.

Manager of $42 million automotive valve spring business. 500 person UAW operation; Ford and GM represented 70% of the business. Improved Net Income by $1.5 million during tenure through higher margin product migration, throughput improvement and scrap reduction.