DENNIS ALLEN

PO Box ****

Fairhope, AL *****

Cell Phone: 251-***-****

Email: m10j9b@r.postjobfree.com

CEO / PRESIDENT

15+ Yrs C-Level Experience / Aerospace Electronics / Technology Management / Defense / Manufacturing / Wholesale Distribution / Environmental Services / P&L $200M+ / CEO / President / Chief Operating Officer / Strategic Planning / Management Team Development / M&A / Business Development / Turnarounds / Sales Management / DoD / Startups / Board Member / International Experience in Asia, Europe

Domestic and international experience leading small and large companies, driving top and bottom line growth across multiple industries – technology management, aerospace, electronics manufacturing, wholesale distribution and petroleum-environmental services.

A track record of increasing profitability and sustainable value in the companies I have been privileged to lead. These results come from steady emphasis on common goals: developing excellent team leaders, business development discipline, internal and acquisitive growth, and ongoing process improvements. I am dedicated to getting strategy right, then working in the ongoing execution of marketing and sales, operations, and involvement with customers, employees and the Board. I emphasize a common strategic aim-point, and work daily to enhance profitability and continuing improvement.

Key skills:

- C-Level/President roles in $25M to $200M companies, building P&L, value, market share

- Developing and coaching top-notch management teams

- Planning and executing organic and acquisitive growth, turnarounds, diversifications, profitability

- Leadership and results with boards, investors, bankers and strategic alliances in growing companies

- Embedding continuous improvement to improve value and reduce costs

Versatile, high-energy, resourceful. MBA from Xavier University and a BS in Industrial Management from the University of Alabama, full scholarship. Board roles with CPI Graphics, Klumb Company, Cleveland Clinic and The American Metalcasting Consortium. Consulting roles in manufacturing, biotech, marketing, NFP’s and startups.

CAREER HISTORY

President, Klumb Company, Point Clear, AL, February 2006 to March 2010. Recruited from Aaron Oil Company to lead $200M privately held Southeastern U.S. wholesale distributor. Primary focus moved from growth to profitability as the recession arrived. Klumb remained profitable through 2008-2010 housing decline. 21% increase in stock price, 10% improvement in gross margin. 137 staff with full P&L responsibility. Domestic and international sales. Member of the Board. Major initiatives: rejuvenating management team, strategic plan, budget, mission, division turnarounds and divestitures. Two members of third generation majority-owner family were named Co-President at my departure in 2010.

COO / Executive VP, Aaron Oil Company, Mobile, AL, July 2001 to January 2006. Recruited from Advanced Technology to produce organic/acquisitive growth for this closely-held $11M alternative energy firm. $25M sales at my departure in 2006. Responsible for operations, sales, business development, HR, acquisitions, and strategic planning. 23% improvement in EBIT performance. Acquired regional competitors. Led 85 employees, full P&L responsibilities. Established strategic plan, restructured management team, diversified customer business base. Recapitalized the business to offset fixed rate financing costs and to position the company better for acquisitions.

VP Business Development, Advanced Technology, Charleston, SC, November 1992 to July 2001. Recruited from Marconi to diversify and grow technology management/consulting business for $15M Division of SCRA. P&L responsibility for Metals Technology Business Unit while leading overall business development efforts. Led successful diversification into $5M contract establishing healthcare data standards consortium. Led award-winning technology contracts with General Motors, EDS, Ford, CATIA, UniGraphics. Bid and won long-term $25M technology management contracts with US metal forming companies, DoD, DoE.

Division General Manager, Marconi Electronics (Now L-3 Communications), Cincinnati, OH, February 1987 to November 1992. Domestic and International P&L responsibility for $30M aerospace electronics Systems Division. Full P&L responsibility for operations, business development, marketing, R&D, contracts, finance. Competitively Selected by Marconi to attend Xavier University’s Executive MBA Program while running the Systems Division. New products launched for international market, reorganized business development and manufacturing disciplines to increase effectiveness. Increased sales from $15M to $30M during my tenure, no erosion in gross margins. Realigned R&D team reporting direct to me to prioritize the Division’s new product pipeline efforts.

F-15 Fighter and Instructor Pilot, US Air Force, Phoenix, AZ, Newport News, VA, Kadena Air Base, Japan, October 1978 to January 1987. Instructor pilot in USAF’s front-line air superiority fighter. As Mission Commander, led deployments of 150 USAF fighters in SE Asia/Korean combat theatre. Meritorious and Commendation service Medals. Distinguished Graduate from USAF Pilot Training. Commander’s Trophy, Squadron Officer’s School. Honorable Discharge.

BUSINESS HIGHLIGHTS BY COMPANY

Klumb Company 2006 - 2010

Situation: ESOP-held $200M wholesale distribution company had no operational direction/goals and no functional management team when I arrived in 2006. Third generation majority stockholders were unwilling/unprepared to lead the company. Profitability emphasis was lacking, gross margins had deteriorated, inventory was disorganized, communication among Divisions non-existent. No purchasing synergies for a $200M multi-location company. Top profit-generating division for the company lacking adequate facilities and capital to service the market. Manufacturing Division had no leadership and was an increasing cash drain. International Division had allowed A/R to age precipitously. Son of the majority family was destroying morale. No corporate officers had visited US customers aside from fire-fighting in years. Company had ridden wave of industry profitability through 2005 housing peak.

Actions & Results: First order of business was getting all hands focused on the same objectives. As President, led the development of a simple but effective mission and strategic plan, budget and performance objectives for each Division, all coordinated closely with the Board. We rebuilt sales management as a discipline within each Division and sales management training for the Managers. We re-instituted a management team, boosting communication. Second priority was profitability and sales. I spent my first three months riding with our 17 salesmen over the 13 states we serviced, listening to customers, and coaching our people on the critical role of adequate gross margins in low-margin businesses. Thereafter rode monthly with salesmen and managers to sustain emphasis on customers, profits, service. Gross margin improvements added $1.6M / 25% to gross profit and 40% to EBT in one year. Under-equipped top-performing division received new 60K Ft2 warehouse. Sacred-cow manufacturing division divested at slightly above book value in my second year. We needed a turnaround in our Texas operations. The Texas Business Unit was situated in the best/largest market of all Divisions, but had never performed above breakeven since purchase 12 years before. As President, personally led this reorganization on-site. Reduced inventory and revamped product lines, set new sales strategies, overhauled accounting, and hired new GM. In five months transformed breakeven operation to $1.2M annual profit pace. The company remained profitable through the 2008-2010 economic downturn, with stock value appreciating 21% from

2006 to 2010.

Aaron Oil Company 2001 - 2006

Situation: When I joined Aaron in July, 2001 it was profitable, $11M revenues. Seeking growth, it lacked strategic goals, was poorly coached, and had a young and aggressive management team. The company was reputable with an excellent regulatory and environmental history. No strategic plan, no functional budget, significant management team infighting. Board was of little value to company, bent solely to CEO’s notions. Company tinkered with acquisitions unsuccessfully and lacked discipline in sales force. Industry was fragmenting from 2001 onward as crude prices spiked and competition entered the market. Banking relationship was congenial, but not optimized to benefit of the company and to aid growth. Significant constraints existed in the processing plant, bulk inventory storage, management information systems, plant safety and fleet accountability. CEO was considering possible sale of the business if acceptable offers could be obtained.

Actions & Results: First priority was to develop a plan and budget, and use that effort to forge a working management team. LOC’s and debt were restructured to eliminate unfavorable fixed rates and personal guarantees. Geographic expansion in early 2002 into New Orleans, and leasing a third facility along SW Louisiana coastline in mid-2002 provided profitable sales growth. Signed letter of intent in 2003 to acquire regional competitor, closed the deal and boosted overall sales 25% to $20M. ISO 14001 audits and no-notice EPA inspections all received no-finding accolades during my tenure. Safety emphasis and focus on clean and effective operations drove top ratings in plant recordable rates, further improving relationships with national customers. Fuel sales from reprocessed stocks significantly increased sales (50%) by opening up intermodal sales to regional buyers at target margins. Diversified the business base with new customers along the Gulf Coast, utilizing our new locations as service points. To improve fleet service and accountability, installed GPS and messaging systems on Aaron’s delivery and vacuum fleets. Efficiency and safety returns paid back $250K investment in nine months. In late 2005, at CEO’s request, I negotiated an 8.5 EBITDA offer from a strategic buyer.

Advanced Technology 1992 - 2001

Situation: Advanced Technology sought to diversify $5M business base beyond manufacturing and technology management concentration. President of the company was constrained with day to day duties and ongoing contract obligations. Company had outstanding reputation for technology management and team building among Fortune 100 firms. No strategic plan.

Actions & Results: Led the company in strategic planning campaign culminating with objective to double revenues in five years, add a healthcare division, and aim for 10X revenues in 15 years. Revenues grew from $5M to $25M in the five year timeframe, and the healthcare division was established. Trained key managers in proposal development skills. Established business development model still in use today in the company. Used relationships in aerospace/automotive technology programs with partners including GM, Ford, Raytheon, Boeing, EDS, United Technology, GE to bid and win $25M program creating developing an electronic medical records software standards consortium. Bid and won contracts with US metals companies and trade associations to form the American Metalcasting Consortium – a rapid prototype and rapid production team of leading manufacturing partners for commercial and Department of Defense clients.

Marconi Electronics 1987 – 1992

Situation: Marconi’s System Division in

Cincinnati, OH was a steady and dependable electronics manufacturing supplier building optical signal processors for the aerospace industry. The Division had approximately 120 employees in manufacturing, R&D, engineering, marketing, finance and contracts. The manufacturing line was adequately equipped, but had no ongoing continuous improvement program, and there was no long term game plan for business development. The new product pipeline was empty, and the remaining product lines were cash cows in declining share. In my first year as General Manager, Defense budget cutbacks terminated (for convenience) an $80M contract that was 60% liquidated.

Actions & Results: The organization had to be immediately downsized to accommodate the government contract termination, and reduce expenses. The Division leveled off with 80 employees, no loss of key technical staff. The year concluded in the black. We developed a marketing plan and presented it to our British HQ. The company agreed to release $750K in management reserves to fund new product development and current line upgrades. I moved the R&D team to direct report to me, to prioritize product development. We embarked on a business development effort with key customers such as Lockheed and McDonnell-Douglas and approached foreign customers to sell current products internationally. New sales initiatives grew division revenue from $11M to $15M in one year. We established a continuous improvement program for the manufacturing line, and began to benchmark best practices with similar businesses. Joint marketing agreements with Raytheon and Loral EOS were established to improve our presence in the market and offer our technical strengths to a broader customer base. Revenues had doubled to $25M with on-budget margins when I departed for Advanced Technology.

The Allen Corporation – Consulting 2005 - 2010

2010 – Greg G. Wright & Sons, Cincinnati OH. Turnaround for aerospace/tooling manufacturer

2010 – CPI Graphics, Daniel Island, SC. Acquisition, sales and profitability overhaul

2010 – TBA Biotech Startup, Winston-Salem, NC on strategic business plan and technical milestones

2010 – Advised Nu-Life Environmental Manufacturing on business development and financing

2010 – Advised Aaron Oil on Private Equity market transaction

2010 – Assisted Board of local NFP on strategic plan

2010 – Advised Longleaf Capital Partners on prospective acquisitions

2009 – TBA Biotech Startup capitalization and organizational issues

2008 – TE21, Charleston, SC. Strategic plan and business development

2005 – TBA Biotech Startup manufacturing build/outsource tradeoff options

OTHER AFFILIATIONS / BACKGROUND

- 2010 Chairman, NAWLA S.E. Regional Meeting

- 2010 Member of the Board, CPI Graphics, Inc.

- 2009 Session Chair, Atlanta Federal Reserve, NAWLA Birmingham Regional

- 2006-2010 Member of the Board, Klumb Company

- 1999 – 2001 Chairman, ECBC, Mt Pleasant, SC

- 2001 Barlow Award Winner, Steel Founders’ Society of America

- 2000 AutoPilot Award Winner, General Motors Technology Division

- 2004-2006 Member of Cleveland Clinic’s International Development Board

- 2002 Conference Speaker, North American Die Casting Association “B2B E Commerce”

- 2001 Conference Speaker, Steel Founders’ Society national Conference “Foundry Technology”

- 1998-2001 Member of the Board, American Metalcasting Consortium

- 1990-1992 Chairman, GEFC, Cincinnati, OH

- 1988 Chairman, Mt Healthy GOP, Cincinnati , OH

- Married to Karen Griffin Allen

- Two grown children, Matt and Libby

- Off hours: Avid downhill skier, hiking, camping, business and non-fiction reader

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