After the honorable exit, I joined BGF retail, the largest convenient store company in Korea operating 15,000 CU stores, with a $7B annual revenue, 2,300 employees as CSO. My main mission is affiliate management, M&A and PMI operations. Also, in the case of an acquisition company with a size of acquisition or a difficult acquisition, I took over as the CEO and performed a turn around. In 2016, we took over SouthSprings, a private membership golf club. Through PMI process, we turned it into a public golf club. After one year, this company recorded $10M revenue, $1.5M operating profit from $5M revenue, $5M operating loss. In 2018, BGF acquired Hellonature, the first online fresh food retail company in Korea established 2012, from SK planet by new stock issuance of $30M. While I was CEO of hellonature, sales have tripled and operating loss rates have decreased from -70% to -25% in two years. I expect turn around in 2022.

Www.hellonature.net

we took over SouthSprings, a private membership golf club. Through PMI process, we turned it into a public golf club. After one year, this company recorded $10M revenue, $1.5M operating profit from $5M revenue, $5M operating loss

I next joined Taihan electric wire co.(TEC) in 2010, the second largest cable manufacturer in Korea, with $2B annual revenue and 1.500 employees. The first task as CIO was directing process business reengineering projects. However due to impellent unrelated diversifications, the company was placed in a financially irrecoverable state with a $2B financial loss. At the end of 2011, TEC recorded short term loan of more than $3B including contingent liabilities and spent $200M for interest payment. In 2012, the company severely suffered from low liquidity and eventually entered into a pre-workout with 11 major banks. In the crisis, my position was changed to CFO, and I had to be in the middle of all this. During a challenging 4 year period of remaining as CFO, I overcame a liquidity crisis via capital funding, including unsecured syndicated loan and issuing new stocks, of $1.2B in total. And I decreased debt and contingent liability via financial and business restructuring by $2B. After 4 years of effort, the company normalized, and I was successful in selling it to PE. CFO (Chief Financial Officer) 2012.2 ~ 2015.9• Overcame a liquidity crisis via capital funding, including unsecured syndicated loan, of $1.2B in total• Decrease debt and contingent liability via financial and business restructuring by $2B • Sold the company to Private Equity CIO (Chief Information Officer) 2011.1 ~ 2012.1 • Led a $15M Process Innovation project to secure transparency, accuracy and timeliness of information: project scope covers as-is analysis, 20 change drivers selection, to-be model design and SAP system installation CFO of NAMKWANG CONSTRUCTION, a TEC Subsidiary 2010.1 ~ 2010.12Namkwang underwent unsecured governance, low liquidity and impairment of capital. As such, it financially overburdens its parent company TEC and resolving its financial issues was pivotal to turn TEC around. • Procured unsecured syndicated loan of $170M to minimize the negative impacts to TEC

Worked as a COO/faculty in Institution of Global Management(IGM), an educational facility for CEO/executives. Only 2 years after I joined the company’s revenue volume went from $2.5M to $10M. I launched an educational program for the second generations of Korean conglomerates and acted as head of faculty. This resulted in a human network that is personally valuable to this day. Head of Knowledge Club 2008.6 ~ 2008.12 • Launched a new format of sharing knowledge between CEOs by reinforcing municipal network • Recruited over 450 registered members in a year Head of Contents Development Department 2007.7 ~ 2008.6• Led the core function team responsible for contents development, training program design and research • Improved average program evaluation score to 9.3 from 8.5 by in-sourcing education contents generation and hiring and training 20 professional researchers

I started my career at Accenture. There I specialized in business reengineering projects in the product and retail operating group. The expertise I gained through tasks in the fields of sales/manufacturing/purchasing/logistic process gave me distinguished advantages in restructuring practice. I was ranked as a top 5% performer for 7 consecutive years. • Project concentration on Strategy, Operational Excellence and Business Planning Implementation• Ranked at top 5% performer for 7 consecutive years• Selected experience in Operational Excellence are LSCable, DSME, KumhoTire, Lotteshopping, CJ Homeshopping, GS Homeshopping, OB Cass, Pulmuone etc. • Selected experience in Strategy project ;- formulating market penetration strategy for Lotte Hotel Moscow,- design corporate vision, mission, value for WoongJin Coway • Selected experience in Business Planning Implementation are Samyang, LS Cable, Hanwha, Kolon etc