Mark A. Davison

Bloomfield Hills, Michigan *****

248-***-**** (Cell)

acrzlt@r.postjobfree.com

Professional Summary

I am a General Manager, Business Development, and Sales & Marketing Executive with substantial experience and expertise in successfully managing profit and loss, and creating and implementing strategies to achieve long-term profitable growth. I have developed skills and have demonstrated success in a broad range of roles from the plant floor to the boardroom, including leading the profitable growth of TAG Holdings from $58 million to $700 million over a seven year period, and successfully leading the turnaround of a multi-plant multinational company. I have a proven track record of building, directing, and empowering strong management teams to consistently achieve sustainable top- and bottom-line objectives across broad business avenues.

My broad experience ranges from launching new start-up companies and commercializing new technologies to leading entire businesses. In addition to executive strategy, sales, and general management positions, I have succeeded in both line and staff roles including: manufacturing, engineering, operations, program management, corporate finance, public relations, and business development, including joint ventures, M&A, and developing partnering relationships. Working in many countries has further enriched my experience. I have worked directly in the United States, Canada, and Mexico, and have had the opportunity to work on projects of varying length in Germany (extensive), China, Korea, Japan, France, Spain, Italy, and the UK.

Business Experience

inventEV Novi, Michigan

Chief Operating Officer 2011-present

Responsible for all operational, business development, and financial activities related to formation and launch of new start-up company. inventEV will develop, produce, and market a “next generation technology transmission/ propulsion/drive train” for plug-in hybrid electric vehicles (PHEV) targeting specific customer market segments. Developing critical relationships and agreements with key development, supply, customer, and financial partners to enable our lean and efficient business model.

TAG Holdings, LLC Troy, Michigan

Vice President, Business Development 2003 - 2011

Reported directly to the Chairman and CEO of TAG Holdings. Responsible for up-front business development activities related to identifying, qualifying, and executing M&A and partnering opportunities, as well as, performing due diligence, launching new businesses, and creating post-acquisition strategies. In addition, responsible for guiding the overall Sales & Marketing activities and Business Strategy development for each of the TAG portfolio companies. Led TAG enterprise growth from $58 million in 2003 to $700 million in 2010 (compounded annual growth of 43% per year). Specific accomplishments include successfully starting up a green-field manufacturing company in South Carolina, acquiring a Korean based manufacturer of ceramic components with operations in Korea and China, forming a joint venture (initially $300 million annual sales, now >$400 million) with a Honda owned subsidiary, as well as starting-up a second joint venture company ($150 annual revenue) with the same Honda company. Created and implemented comprehensive branding and communications strategy for TAG and each of its portfolio companies integrating and harmonizing web sites, trade show displays, brochures, customer and investor presentation materials, press releases and corporate communications.

STRATEGIC BUSINESS CONSULTING Bloomfield Hills, Michigan

Market, Operational and Corporate Strategy Consultant 2001 - 2003

Consulted CEOs and senior management teams in market, sales, operational, and corporate strategy. Assessed product, market and business strategies and made recommendations to reposition companies for long-term profitable growth. Identified new market expansion opportunities and benchmarked company performance versus best practices. Engaged deeply in up-front business development activities to create strategies to commercialize new technologies, as well as identify acquisition and partnering opportunities to enhance these strategies. Recommendations contributed to changing and prioritizing company actions toward attractive, defendable market positions within their respective industries.

ROBERT BOSCH CORPORATION, Automotive Group Farmington Hills, Michigan

Director of Marketing 1997 - 2000

Led all marketing, product planning, strategic planning, and business development activities, including partnering and M&A strategies for the North American Automotive business. Led development of long range product plans for 55+ product lines, as well as, led the development of customer sales strategies, and development of the annual business plan for the company. Developed the business strategy for systems and modules supply in North America. North American leader/member of the Global Automotive Strategy Team, integrating market assumptions, competitor profiles, and customer strategies worldwide, as well as determining strategies for commercialization of new technologies and guiding R&D spending towards anticipated customer needs. Directed external resources, when needed, to augment internal capabilities. Led strategic benchmarking activities, including participation as an Advisory Board Member in a collaborative industry-wide benchmarking forum. In addition, partnered with corporate communications staff to develop and prepare executive speeches, press releases, trade shows, public appearances, and internet and intranet communications.

A.O. SMITH AUTOMOTIVE PRODUCTS COMPANY Farmington Hills, Michigan

Director of General Motors Business Unit 1995 - 1997

Directed and led global P&L management, including sales, market strategy, and engineering activities for $225+ million General Motors Business Unit, manufacturing large structural components and modules for vehicle chassis and suspension systems. Participated in company-wide product marketing strategy teams and led the business unit continuous cost improvement activities with Plant Managers. Led company-wide APQP and QS900 implementation.

Led the planning and implementation of activities to reverse negative customer perceptions and relationship. Secured the award and negotiated the contract for a $30 million piece of business and subsequently gained customer acceptance of product redesign, resulting in a 15% weight reduction and cost reductions that eliminated all future productivity commitments. Furthermore, eliminated $7 million of customer open receivables. Met or exceeded all personal and budgetary objectives.

TRW VEHICLE SAFETY SYSTEMS Washington, Michigan

Manager of European Airbag Module and System Programs 1992 - 1995

Led program management and sales activities for airbag inflators sold in the European market, as well as airbag modules and systems sold to European OEMs in North America. Was successful in winning and launching new inflator business for BMW, Mercedes, Saab, Rover, Jaguar, Fiat, and VW, as well as module business for BMW, Mercedes, and VW customers in North America. In the case of Mercedes M-class, the company won the first complete safety restraint system program awarded in the industry, supplying driver airbags, passenger airbags, side impact airbags, seat belts, pyrotechnic buckle pretensioners, adjustable guide loops, and all sensing and diagnostic modules. System performance was coordinated with seat, steering column, instrument panel, and interior structure and trim component companies, also an industry first.

Manager of General Motors, Chrysler and Asian/European Transplant Seat Belt Programs 1990 - 1992

Transformed program management from a tracking and expediting department to a team of business managers responsible for the financial performance of their programs and customer accounts. Re-staffed, trained, and provided incentive to program managers, in order to achieve profit and loss goals. Brought financial rigor and accountability to program decisions and introduced innovative financial risk management tools to better identify and focus priority on the most critical tasks to ensure business success. Successfully brought manufacturing productivity concepts to the office environment, resulting in reduced customer response time, shorter design cycles, and lower development costs.

FLECK MANUFACTURING INC. Tillsonburg, Ontario, Canada

General Manager 1988 - 1990

Held full profit and loss responsibility for a two-plant multinational company, providing electrical distribution modules to the electronics industry. Grew the business by 60%, while completely turning around negative operating results to profitability. Directed all divisional line and staff functions. Reversed strong negative perception of largest customer. Rescued the Tillsonburg, Ontario plant from being closed by establishing a new profitable business model for the operation.

Assistant to the President/CEO 1987 - 1988

Led all divisions in developing strategic product plans and sales strategies, and participated in corporate business development and portfolio planning activities.

GENERAL MOTORS CORPORATION Detroit, Michigan

Senior Financial Analyst 1984 - 1987

Evaluated new product program and marketing opportunities. Led assessment of joint ventures, acquisitions, and sale of business projects around the world, including China and Mexico. Was the lead financial analyst for the 1987 labor negotiations with the United Autoworkers Union.

GENERAL MOTORS OF CANADA LIMITED Oshawa, Ontario

Manufacturing Engineer/Production Supervisor/Business Planner 1980 - 1983

Successfully launched new product assemblies including instrument panels, instrument consoles, and signal lighting. Production supervisor in fabrication and assembly operation for components and modules. Led a five-year business planning team, resulting in new strategies for expansion/divestment, product mix, and pricing.

Education

HARVARD GRADUATE SCHOOL OF BUSINESS ADMINISTRATION, Boston, Massachusetts

MBA; General Management, 1984.

MCMASTER UNIVERSITY, Hamilton, Ontario, Canada

Bachelor of Engineering Degree, Mechanical Engineering, 1980.

Professional Organizations/Community Organizations

Harvard Business School Club of Michigan, Board Member & Officer; Harvard Business School Non-Profit Leadership Collaborative, Member; Certified Professional Engineer (14 years); Oakland Hills Country Club, Member.

Past multiple-term Trustee and Officer of the Bloomfield Village Association, a unique 1,000 home residential community providing its own police and fire protection within a special tax assessment district.

Mark A. Davison

Inventory of Accomplishments

TAG Holdings

Profitable growth of the TAG Holdings enterprise from $58 million in 2003 to greater than $700 million in 2010, representing a compounded annual growth rate of 43% per year.

Added six new TAG companies – start up, acquire, or form joint ventures. Developed business cases, completed due diligence, and implemented post-launch integration.

Successful start-up of Greenfield manufacturing company in South Carolina. Building selection; building/site modification, transfer/install equipment; hire management team & workforce; manage customer

Due diligence and acquisition of Korean manufacturer of ceramic components with operations in Korea and China.

Developed proposal, then structured, negotiated, and implemented Joint Venture with a Honda owned company. Initial business of $300 million annual revenue was grown to over $400 million.

Developed and sold proposal for new Joint Venture Company in Alabama. Greenfield start-up company has grown to over $150 million

Created TAG Holdings corporate brand and implemented uniform branding strategy and communications for TAG and each of its seven portfolio companies.

oall web sites and web content

otrade fair booth design

oall brochures and collateral materials

oall company presentations

oall press releases and corporate communications

opublic appearances and speeches.

Implemented Corporate Growth Process to harmonize growth initiatives and priorities throughout the TAG enterprise, resulting in planned organic growth and product diversification.

Robert Bosch

Developed and successfully implemented the “Growth Strategy Process,” unifying growth objectives and priorities of a Global matrix organization across product, customer, and regional management entities. Implementing this proactive approach to the strategy development process resulted in substantially increasing the success rate (x3) of winning targeted, more highly profitable business.

Refocused product portfolio to differentiated, higher profitability segments, earlier in the product life cycle.

Successfully managed creation and approval of three annual budgets, including business plan narrative articulating specific growth initiatives and linking them with the long range strategic plan.

Developed and gained approval for Bosch strategy for systems and modules supply in North America.

A.O. Smith Automotive Products

Secured new business award ($30 million annual revenue) while reversing negative customer relationship

Expanded product content, winning contracts to build structural chassis modules, adding steering, suspension, and braking components to core chassis structures.

Thought leader positioning A.O. Smith as the industry leader in chassis module implementation/execution

Implemented company-wide APQP system and QS9000 certification.

Collected $7 million long standing customer receivables.

Inventory of Accomplishments (continued)

TRW European Air Bag Systems

Won $50 million in passenger airbag module and inflator business with European transplant customers (BMW, Volkswagen, Mercedes Benz)

Won $30 million contracts to sell passenger inflators to European customer operations in Europe (BMW, Mercedes, Saab, Rover, Jaguar, Fiat, VW)

Won the first ever sourced in the industry “Complete Safety Restraint System,” supplying more than $600 per vehicle content for the Mercedes M-Class vehicle, including driver air bag module, passenger air bag module, side-impact air bag modules, seat belt systems with pyrotechnic pretensioners, and all sensing and diagnostic modules

Successfully led management of M-Class full safety system performance, optimizing performance between air bags, seat belts, seats, steering column, instrument panel, and interior trim components.

TRW Seat Belts

Transformed program management to P&L management, enabling program managers to take on additional responsibility and authority to lead and execute their programs

Implemented a formal program management system to guide programs from business acquisition to post launch.

Won business awards with General Motors, Chrysler and Asian Transplant customers.

Fleck Manufacturing

Turned around negative operating results to profitability for two-plant multinational assembly company.

Grew company by 60% ($12 million to $19 million revenue)

Realigned business models of Mexico and Canada operations, making both entities viable, capable, and profitable

Created and implemented strategic business planning process at each portfolio company.

General Motors Corporate Headquarters

Lead Financial analyst in first ever Business Development Mission to the People’s Republic of China

oLead due diligence team for six weeks evaluating six directed potential Joint Venture partners

Lead financial analyst for the 1987 Labor Contract Negotiations with the UAW

Led divestiture activity for sale of a major non-core business

Led financial negotiations of a joint venture with a Mexican National Company

General Motors Fabrication Operations

Designed, built, installed, and successfully launched six product assembly and finishing lines producing instrument panel, instrument console, and exterior lighting components and modules.

Managed three production departments in assembly and fabrication (~60 workers)

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