Sales Supply Chain

Arthur E. Dawson, Jr.

**** ********* ****, **********, 720-***-**** ***.******@*****.***

CO 80023

Senior Business Executive

Top performing business leader with demonstrated leadership in multi-

billion dollar global corporations, entrepreneurial startups and non-profit

organizations. Demonstrated experience and accomplishments in:

. Operations Planning & . Business Development & . Organization Formation

Management Growth and Growth

. Risk Management . Project and Program . Government Relations

Management

. Finance & Accounting . Cash Management / . Contract Negotiation &

Budgeting Mgt.

Bouldin Street, LLC, Broomfield, CO 2009-Present

Small Business Owner

Acquired a dry cleaning business located in Westminster, CO

Restructured both sales and operations to allow for rapid

growth.

Grew sales by 60% during the first 24 months of operation

including two acquisitions and substantial organic growth.

University of Colorado Foundation, Boulder, 2007-2009

CO

Leader, Biotechnology Institute Private Gift Fundraising

Led cross-functional teams of faculty, volunteers and

professional fundraisers to win $54 million in committed funding.

Identified additional donor prospects with collective net worth

over $4 billion currently under cultivation.

PBS Lumber Manufacturing, LLC, Winnfield, LA 2003-2007

Managing Director and Founding CEO

Developed strategic business plan to turnaround an underperforming $20

million lumber company. Worked with private equity firm executives to

conduct due diligence, secure financing and complete the acquisition.

Managed operations of the business to achieve business plan goals.

Grew revenue 50% to $30 million in one year through a

combination of capital projects, operational improvements, product mix

improvements and customer base rationalization.

Reduced manufacturing cost by $1.5 million/yr by implementing

Reliability Centered Maintenance program

Led successful acquisition of a second underperforming

manufacturing facility in August, 2005 with the goal of growing total

annual sales to $60 million over three years.

Flatiron Consulting, The Woodlands, 2001-2003

TX

Principal Consultant & President

Built a consulting practice specializing in strategic business development

for small-to-medium-sized companies. Directed the efforts of up to 10

management consultants.

$65M Petrochemical Consulting Firm - Developed a comprehensive

business plan for launch of a Transmission Pipeline Reliability Program

with target revenues of $3 million/yr. Annual bookings have since

grown to over $5 million/yr.

$25M Sales & Marketing Consultancy - Developed a business plan

to expand operation to the western US with the goal of tripling revenue

in five years. The western region currently books over $21M/yr.

Startup Nanotechnology Firm - Developed a comprehensive

business plan for a startup technology company specializing in micro-

electromechanical systems (MEMS). Negotiated contracts with private

equity firms and a leading investment bank to secure a multi-million

dollar second round of R&D financing.

Louisiana-Pacific Corporation, 1998-2001

Conroe, TX

Director, Corporate Engineering

Recruited by the CEO (a former DuPont executive) as a member of the new

corporate leadership team challenged with rebuilding the Engineering

Department for this turnaround wood products company. Led corporate

capital planning, project management and maintenance management for 70

facilities in four countries.

Accountable for: 9 managers, 45 professionals, 600 indirect manufacturing

personnel, $300M capital budget, $8M operations budget, Departmental

Strategic & Operating plans.

Evaluated operations at 55 manufacturing facilities and coached

Plant Managers to develop operational improvement plans that captured

over $16 million in cost reductions and revenue enhancements.

Established corporate process for capital planning and asset

management and utilized it to execute a $300 million capital

revitalization campaign with a net present value of over $1 billion.

Consistently achieved 100%+ of financial and regulatory plans.

Negotiated long-term strategic alliance with a major

engineering and construction firm saving over $2 million annually and

improving scope, schedule and budget compliance on capital projects.

Established Corporate Maintenance Management program with a

five-year goal of reducing cost by $80 million/yr. By the end of 2005,

the program had achieved cost reductions in excess of $100 million/yr.

AlliedSignal Corporation, Morristown, 1997-1998

NJ

Director, Corporate Supply Chain Management

Recruited by the Corporate VP of Materials to lead the development and

implementation of a Corporate Supply Chain Management program.

Accountable for: 6 managers/directors, $500M commodity spend projects, $3M

operations budget, $2M consulting budget

Created corporate Supply Chain Management process, approved by

VP-Materials, Business Unit Presidents and the CEO and led

implementation across 115 facilities in nine strategic business units.

Created six corporate commodity teams to aggregate demand from

over 50 worldwide manufacturing facilities, resulting in a $45 million

reduction in total cost of ownership.

Directed specific Supply Chain projects with Automotive

Products, Specialty Chemicals, Polymer Products, and several Aerospace

SBU's capturing over $25 million in annual benefits.

Served on corporate Six Sigma leadership team and Global SAP

Implementation leadership team.

E.I. DuPont de Nemours & Co., Wilmington, DE 1982-1997

Head of Sales & Marketing, Apparel Nylon (1996-1997)

Charged with aggressively growing revenue and profits for a stagnant

business experiencing four years of flat sales.

Accountable for: 4 managers, 20 professionals, $1.5M ops. budget, $2M

advertising budget, 10 National Accounts, $80 million annual sales quota.

Developed and implemented marketing and advertising campaigns

for three mature brands increasing inquiries by 40% in 90 days and

sales by 22% in six months.

Re-designed and redirected advertising, promotions and sales

incentives toward the most profitable, growth oriented segments and

customers.

Revitalized brand awareness for stale brands in conjunction

with PR firm and advertising agency via creative events including a

special exhibit at the Metropolitan Museum in New York City.

Business Services Manager, DuPont Subsidiary (1994-1996)

Personally selected by subsidiary CEO to create administrative

infrastructure for a startup business whose value proposition was to extend

DuPont's reach in the apparel value added chain by manufacturing and

marketing women's apparel in North America.

Accountable for: 5 managers, 14 professionals, $5 million ops. budget

Designed and implemented all business infrastructure at

facilities in Mexico City, New York, San Antonio and China to support

business administration, creative design, manufacturing, sales &

marketing and finance.

Negotiated contracts for four manufacturing plants, four

regional offices, one warehouse and two retail outlets in New York

City, Mexico City and San Antonio to support 110 employees.

Implemented apparel industry-specific ERP system and integrated

it with DuPont's SAP system.

Manager - Corporate Planning (1992-1994)

Hand-picked by Sr. Vice President for a high-priority assignment to manage

critical multi-million dollar projects to remediate several underperforming

business units.

Accountable for: 17 project managers/analysts, $18M project budgets,

$150 million cost reduction / revenue enhancement

Headquarters Infrastructure Project - "Rationalized" over 10

million square feet of office and laboratory buildings at corporate

headquarters achieving a $145 million annual cost reduction.

Consolidation of R&D Facilities - Consolidated 11 Nylon R&D

facilities in North America, Europe and Asia (including 4 recently

acquired in Britain) to four achieving a $32 million annual cost

reduction.

Lean Manufacturing Implementation - Implemented Lean

Manufacturing and Total Productive Maintenance (TPM) programs at one of

DuPont's largest nylon plants achieving cost reduction of $13 million.

Business Manager - DuPont Engineering Services (1990-1992)

Promoted to a newly created position to build an external consulting

practice leveraging the company's engineering and testing expertise.

Accountable for: 5 direct reports, 30 indirect reports, $16 million P&L,

$2M operations budget, $3M capital budget

Conducted market research to identify Fortune 500 companies

with potential to buy large, complex consulting services.

Grew the business to $6 million annual revenue through targeted

business development activities.

Personally negotiated over 75 engagements worth $4.4 million

with clients including TRW, Procter & Gamble, General Motors and Exxon

Successfully expanded the business into new markets including

consumer goods, pulp and paper and medical devices.

Multiple Assignments - DuPont Management Development Program (1982-1990)

Recruited into DuPont from college and progressed through five

manufacturing and engineering assignments as a participant in the company's

Management Development Program.

Education: . University of Colorado, B.S. Chemical Engineering, 1982

(#1 in class of 640)

. MIT/Sloan School, Leaders For Manufacturing Executive Program,

1998

. Over 700 hours of continuing education in all facets of

business management

Professional: . Member, American Institute of Chemical Engineers,

APICS, TAPPI,

. Advisory Board Member, Deming Center for Entrepreneurship, U.

of Colorado

(18th highest ranked program in the USA)

. Past-Chair, Engineering Advisory Council - U. of Colorado

College of Engineering

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