Sales Customer Service

KENNETH A. HEBERT

** ******* **** ( Windham, New Hampshire 03087

603-***-**** 207-***-**** (Mobile) *********@*******.***

PRESIDENT / CHIEF FINANCIAL OFFICER

Manufacturing & Distribution Industries / High-Tech & Start-up Environments

( Persuasive Communicator, Analytical Solutions-Thinker, Strategic Planner,

Motivator, Achiever (

Leadership & Performance Milestones:

Led merger to create $500M industrial tire company Served as liaison to

spearhead all merger activities

Surmounted 20% revenue drop caused by 9/11 Led and communicated process to

right-size operations

Turned around and revitalized highly leveraged business Negotiated with lenders

to restructure debt and equity

Boosted sales 12% to regain lost market segment Re-tooled product and

established well-defined sales goals

Bolstered cash flow by $15M Identified and launched credit reduction and cost

savings programs

High-performance and visionary leader with 20+ years' experience executing

rapid change and process improvements to achieve profitability through

enhanced revenue growth and cost containment. Winning negotiator, change

catalyst and consensus builder able to forge productive relations with

customers, all levels of staff and management and with strategic partners.

Value Drivers / Financial and Operational Leadership:

. Forward-thinking Strategist: Intuitive understanding of the story behind

the numbers. Finance and operational expertise combine with superior

analytical skills to strengthen shareholder value.

. Steering Turnaround Success: Reinvigorated financial and operational

performance of stalled or declining companies by rapidly earning respect

within each organization, detecting and understanding problems and

swiftly delivering corrective actions.

. Diverse Industry Exposure: Computers, Semiconductors, ATE & Software,

Telecommunications Equipment/Service, electronic instruments, metal

fabrication and Plastics/Rubber Manufacturing

Areas of Expertise

Business Development / Business Plans . Profit & Loss Management . Change &

Turnaround Management Operational Processes & Procedures . Acquisition

Evaluation & Integration . International (Worldwide) Experience

Continuous Improvement Catalyst . Complex Problem Solving . Revenue Growth

. Productivity Improvement

FINANCIAL & OPERATIONAL LEADERSHIP OVERVIEW

KEN HEBET CONSULTING, Windham, NH

2008-2009

President

Working with a few private equity firms seeking investment opportunities in

niche manufacturing industries and providing financial analysis to evaluate

the potential investments.

CEO of Tetrad Technologies Group, a start-up holding company, with IP and

products providing specialized solutions involving hazardous chemical and

biochemical processes involved in the energy and environmental markets.

. Developed and wrote a business plan and presented it to

several venture capital firms and high net worth individuals

for startup funding.

. Discussed co-development projects with University professors

and other non competitive companies within the same market

space.

GPX INTERNATIONAL TIRE, Malden, MA 2006 to 2008

President - Solid Tire Division / Executive VP of GPX Operations

Directed operations of $500M industrial tire manufacturer/distributor with

international business reach in China, Latin America and Europe. Acted as

senior liaison between GPX and Maine Industrial Tires Limited, which was

acquired by GPX in April of 2006.

Merger & Change Management Strategies & Execution / Cash Flow Optimization

. Spearheaded merger activities of GPX and Maine Industrial Tires.

. Provided visionary leadership and decision-making during period of

rapid organizational and operational change.

. Minimized customer and employee turnover by diffusing employee

concerns regarding facility closings and consolidations and customer

uncertainty regarding acquisition.

. Crafted change strategy empowered by continuous communication with

customers and employees. Heard complaints, deployed teams to resolve

issues and promoted understanding of acquisition by amplifying

inherent positives; e.g., for customers--enhanced marketplace

positioning and expanded product offerings.

. Prompted divestiture of non-strategic retail stores and ultimately

negotiated sale with acquirers that included forward supply

agreement to ensure future sales of products.

. Bolstered cash flow by $15M by influencing CEOs' buy-in to go-forward

position and programs through well-documented, compelling case-

examples include:

. Slashed inventory by $12M (18%) within 3-month period by selling

surplus stock.

. Saved more than $6M annually after identifying and implementing cost

savings programs achieved by such means as negotiating favorable

pricing with vendors, outsourcing, consolidating and by creating

formal bid structure for freight carriers.

. Launched credit invoice reduction program that resulted in up to $2M

in savings with additional benefit of enhancing customer

satisfaction and retention by making it easier for client to do

business.

MAINE INDUSTRIAL TIRES LIMITED, Gorham, ME

1999 to 2006

President / Chief Financial Officer

Led management team and directed finance management of leading industrial

tire manufacturer with 3 plants and several retail companies. Maintained

strong relationships with banks, mezzanine lenders and with private equity

parent during difficult times.

Change Leadership / Profit Maximization / Sales & Customer Growth

. Guided the integration of the acquisition of two plants and led the

effort to acquire two retail stores which tripled the size of the

company. Executed the planned acquisition synergies which included

resource and compound sharing and the elimination of duplicate

functions and warehouses. Created a matrix infrastructure,

implemented a 3 year sales planning process, and oversaw product

pricing and positioning which allowed the company to maintain its

premium price position in the market.

. Achieved company's first profit in 5 years. Continued to increase

company's value, which led to sale and merger of the company resulting

in 100% return of debt to senior lenders.

. Overcame 20% drop in revenue stream (caused by 9/11 effect on

transportation industry) to reinstate profitability by right-sizing

business to lowered revenue. Accomplished by persuading and leading

management team to accept and initiate changes for good of company and

benefit of remaining employees:

. Implemented cost controls & Sarbanes Oxley. Closed 2 distribution

centers.

. Phased out 20% of SKUs and eliminated 35% of company's headcount.

. Secured $5M+ gain / $600K in annual interest savings for 4 years to

reverse distressed financial situation.

. Foresaw and acted upon chance to negotiate with vendor and thwart

steep debt issues paralytic to business.

. Subsequently, restructured debt and equity of business to generate

$2.5M for debt repayment and additional $3M for working capital

requirements.

. Maximized EBITDA (improved 3 times) by linking 25% portion of selected

management's bonus to consolidated EBITDA of business.

NORTHERN STAR TELECOMMUNICATION SERVICE, INC., Windham, NH

1995 to 1998

President

Built start-up marketing telecommunications company offering consulting and

reselling of long distance services and customized management reporting to

smaller businesses within the New England area.

. Pioneered all business procedures, securing billing platform and

services, creating copy and collateral materials to support

advertising and marketing campaigns, and by implementing pro-active

customer service strategy to increase customer retention.

SCHLUMBERGER, LTD., New York, NY 1987 to 1995

Chief Financial Officer - Global Tel*Link (Mobile, AL, 1993-1995)

Divisional Assistant Controller - Technology Division (New York, NY, 1992-

1993)

Chief Financial Officer - Verisys (Tokyo, Japan, 1989-1992)

Group Controller - North American Sales, (ATE) Group (Burlington, MA, 1987-

1989)

Selected Highlights

. Saved more than $1.8M annually at Global Tel*Link by initiating and

implementing strategic and operational plans.

. Enhanced decision-making and focused business managers on "bottom-

line" by significant improving financial reporting systems (Global

Tel*Link).

. Developed what became corporate financial model for evaluating

acquisitions. Incorporated within model calculations of ROI, DCF and

pay-back periods (Technology Division).

. Streamlined operations to save $2M by orchestrating acquisition and

installation of manufacturing software. Resulted in elimination of

inventory control problems and operating variances (Verisys).

. Challenges to success included selling idea of business model change

to decision-makers within newly established joint venture based in

Japan, despite significant cultural differences.

. Successfully directed the conversion and implementation of several

software systems.

. Catapulted ATE sales from $1M to $15M in less than 18 months to

reverse $1.5M loss into $1M profit.

. Repositioned and upgraded sales force, tapped new distributors

domestically, hired new European sales manager and launched ATE

tester into Europe; slashed costs by cutting waste and

underperforming employees.

. Successfully brought and implemented best practices from Schlumberger

into several smaller companies.

. Strong international background having overseen manufacturing

facilities and finance and sales staffs in England, Holland, France,

Germany, China, and Japan.

EDUCATION

MBA, 1989

B.S. in Business Administration - Accounting, 1979

Suffolk University, Boston, MA

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