CHARLES W. JONGEWARD **** Wild Deer Road St. Louis, MO 63124 314-***-**** ablr0s@r.postjobfree.com

Senior Executive with track record of international success in P&L / general management, turnarounds,

operations, strategy, business development, change management, mergers and acquisitions.

Turnarounds:

w Led $400 million life science company from $5 million loss and verge of bankruptcy to $5 million profit in 1 year.

Returned a 50,000 acre farming operation with two food processing businesses to commercial lending from bank special asset

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review in 11 months and created a business plan for second generation ownership.

Drove $840 million international business from $5 million loss to $40 million profit in 2 years by changing the manufacturing

w

footprint, product portfolio and research organization.

w Turned around a post M&A $62 million loss in 1st year; reaching $125 million profit within 9 years.

Operations:

w Saved $160 million by leading 8 simultaneous work process redesigns requiring $95 million capital investment.

w Reduced annual operating expenses by 50% to $190 million, debt load by 60% and working capital by 35%.

w Established Asian manufacturing by partnering with Procter & Gamble and Chinese government, to build a new surfactant

manufacturing unit within the refinery fence line in Beijing.

w Streamlined an international business to become competitive, by eliminated 250 white collar positions with no legal ramifications,

breaking one labor strike and optimization of the global supply chain.

Mergers, Acquisitions & Divestitures:

w Spearheaded strategic $650 million acquisition; set corporate strategy and achieved a 4-year payback.

w Led strategic $100 million divestiture of 5 unprofitable and non-strategic businesses.

w Trimmed $100 million in unprofitable sales to prevent industry price wars and justified $500 million write-down of goodwill

resulting from overpayment on 5 previous acquisitions.

PROFESSIONAL EXPERIENCE

LIFE SCIENCE STRATEGY PARTNERS, Raleigh, NC 2000 to present

Managing Principal

Founded company to provide consulting services and interim leadership to companies in the life science technology industry.

Successfully coached and advised 3 inexperienced CEO’s on strategy formation, leadership skills and Board relationships.

Conducted training seminars on market strategy and segmentation, price theory and sales tactics for multi-national clients.

Clients Include:

CROSSLINK, St. Louis, MO (consulting agreement to W-2 position) (2006 to 2009)

Chief Executive Officer

Completed strategic analysis, new business plan and obtained Board approval during the first 90 days. Implemented the plan

over the next 3 years doubling contract research business, advancing 3 technology programs from basic research to in-theater

military and commercial applications, completed 2 licensing agreements and introductory revenues of $350K.

• Reorganized the firm from a lethargic government research focus to rapid commercial applications and prototype model

improving profits by 60% while capturing $1MM cost savings via restructured debt, less contract services, IT system upgraded,

and the establishment of hurdle criteria for technology development.

INPRINT SYSTEMS, LTD, St. Charles, MO & Ashford Kent, UK (consulting agreement to W-2 position) (2003 - 2005)

Chief Executive Officer

• Cleaned up all control systems that expatriate predecessor used for personal benefit, replaced 44% of employee base,

implemented real time manufacturing costs with SPC practices, and earned ISO certification from Lloyds’ of London.

• Reorganized the production footprint, initiated a second shift, reduced quality complaints by 30%, and waste by 35%.

• Improved profits by $600K or 534%, with declining gross margins caused by 3 year supply contracts in 2 years. (7 direct

reports, 65 indirect reports)

A LARGE CENTRAL CALIFORNIA FOOD PROCESSING AND FARMING COMPANY (2002)

Contracted by the Board of Directors to get the family business out of special asset review with the bank, coach both CEO and

CFO on leadership requirements, and plan for ownership transfer from first generation to second and third generations.

Conducted a full review of food processing plant records, yields, profits, capital investments and the customer bases for a large

tomato processing and nut processing facilities. Forced the 50,000 acre farming operation to change cropping practices, water

management and sell some land. After meeting regularly with the audit firm and banks to discuss established performance

metrics the company was returned to commercial lending in less than 11 months.

XSAG.com (2001)

(consulting agreement to W-2 position)

Interim Marketing Director for an agricultural neutral trading exchange, 30% volume increase / 35% more customers.

Coached the CEO on leadership skills and the importance of cash preservation during the dot com bubble economy. Worked

with him and his management team on corporate strategy, operational planning and productive team dynamics.

DCV INCORPORATED, Wilmington, DE (now Arkion Life Sciences) 1999 to 2000

Chief Operating Officer

Recruited by Board of Directors to turn company around from verge of bankruptcy to profitability.

Reversed $5 million loss to $5 million profit and led strategic $100 million divestiture of 5 unprofitable business entities.

RHONE-POULENC S.A., Cranbury, NJ 1985 to 1999

Senior Sector Vice President & North American General Manager, Food Ingredients Division (1998-1999)

Handpicked by Chairman of the Board to unite North American and European divisions into $340 million global organization and to

expand product portfolio. Managed $262 million budget with 8 direct / 2,000 indirect reports.

Global Senior Vice President, Surfactants and Specialties, Ltd. (1996-1998)

Handpicked by Chairman of the Board to orchestrate major turnaround of $840 million global business.

Reversed $5 million loss to $40 million profit in 2 years, by eliminating selling below cost, carrying higher idle plant to avoid industry

price wars, reducing basic research, increasing customer service and optimization of global supply chain.

Saved $160 million across 6 divisions by leading a re-engineering project to improve supply chain, order entry, MRP, demand

forecasting and production planning.

Significantly changed the manufacturing footprint by closing 1 obsolete site and built 2 new surfactants plants within the fence lines

of oil refiners, enabling a “small batch make to order” strategy while capturing the lowest raw material cost by having direct linkage

to their by-product pipeline . (NJ & China)

$700 million budget, 20 direct reports in 8 countries, 3,800 employees.

Chief Operating Officer & Senior Vice President, Crop Protection Division (1994-1996)

Drove $55 million sales growth to $505 million in 2 years while increasing operating profit from $100 million to $125 million.

Directed $22 million capital investment resulting in $105 million savings. 11 direct reports / 1,800 total employees.

Senior Vice President & General Manager, North American Operations (1992-1994)

Increased profit by 16%, for a $450 million business with $356 million budget and 900 employees.

Consolidated Canadian, Mexican and US operations saving 5% operating costs. Sold unprofitable Canadian distribution business.

Vice President & General Manager, Commercial Operations (1990-1992)

Created marketing strategy; grew sales 11% to $450 million / profits 16% to $94 million. $97 million budget / 720 employees.

Director of Marketing, North America (1986-

1990)

Increased profits 25% to $45 million on a $370 million business/$60 million budget, by leading the post M&A marketing strategy that

eliminated unprofitable or technically obsolete products, changed distribution and focused on segments with lower competitive rivalry.

Manager of Division Administration & Financial Control (1985-1986)

Created an activity based costing system for a multi-purpose pesticide formulation facility.

Justified the external growth for an $85 million trading company to $455 million company with critical mass (creating the world 5th

largest company in the ag chemical industry) via acquisition of Union Carbide Ag Products. Implemented an organizational plan

that retained the best skill from both companies and achieved a 4 year payback.

STAUFFER CHEMICAL COMPANY, Ag Products Division, Westport, CT 1976 to 1985

North American Product Manager (1979-1985) Sales Representative (1976-1979)

Grew a corn herbicide business from $60 million to $120 million, while preparing for generic competition.

Formulated a strategy that defined early generic market entry value and set data compensation precedent under FIFRA.

Condensed a normal 2-year new product introduction into 15 months, with first year sales launch worth $7MM.

Recruited from college as a junior sales representative then quickly promoted to Senior Sales representative.

BOARDS OF DIRECTORS

Absorbent Technologies Inc. Beaverton, OR 2009 - present

Crosslink – Executive Board member St. Louis, MO 2006 - 2009

Inprint Systems Inc. – Executive Board member Ashford Kent, UK 2003 - 2005

Rhone-Poulenc & Rhodia global “Committee de Direction” Paris, France 1994 - 1999

EDUCATION

BS, with honors, Agricultural Distribution and Economics, Western Michigan University, 1976

University of Michigan, Human Resources / EEO and Marketing Theory Purdue University, Financial Management

Harvard Business School, CEO Leadership Duke University, Innovation Funding

Wharton Graduate School (Univ. of Pennsylvania), Price Theory University of Illinois, Pesticide Certificate

Columbia University, Brand Positioning, Market Segmentation, Market Research, Advertising

CEDEP European Industry School of Business, France. Organizational Leadership and Marketing Theory

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