Operations & Manufacturing Management

Paul Stals

**** ******** ***** ****: 720-***-****

Longmont, CO, 80504 Email: ******@*******.*** Cell: 727-***-**** SENIOR GENERAL MANAGEMENT/OPERATIONS EXECUTIVE

P&L Management • Operations Management • Lean Manufacturing • Global Supply Chain/Low-Cost Country Sourcing Business Development • Acquisition Due Diligence & Integration • Quality/Performance Metrics/ISO 9000 Enterprise Systems (CRM/ERP/DRP) • Recruitment & Team Building • Sales & Key Account Management

~ Enhancing Revenues, Profitability, Quality, and Customer Satisfaction for Complex Global Manufacturing Enterprises ~ President/GM-level executive with demonstrated track record delivering positive P&L results in demanding manufacturing settings from large multinationals to privately held, entrepreneurial corporations, in high-growth, declining market, and turnaround situations. Diverse industry exposure spans semiconductor, automotive, printing, food packaging, appliance, furniture, and general manufacturing, with products ranging from high-volume commodities to engineered components to major capital equipment. Expert at driving improvement through application of Lean Manufacturing principles. Degreed Engineer with highest honors. Selected Highlights

Overhauled business model to address Independent Contractor compliance issues while reducing operating costs 15%.

Transitioned failing family run business to profitable growth, recovering private equity group investment.

Established structure and processes to deliver 50% revenue increase and triple EBITDA of struggling manufacturer.

Turned around $15M revenue machining plant, with high capacity, 24/7 operation, delivering $1M in cost savings.

Accelerated low-cost country sourcing and grew revenues of Asian sourcing operation 700%.

Guided manufacturer through major revenue decline, offsetting collapse of key market with entry into 2 new segments.

Applied lean concepts to cut manufacturing lead time from 30 to 2 days, with first-year 333% ROI on one-time investment. PROFESSIONAL EXPERIENCE

CIRCLE GRAPHICS, Longmont, CO 2013 – 2017

$180M revenue, world’s largest producer of large format graphics for the Outdoor Advertising Industry. EVP Operations, Out of Home Division 2016 - 2017

Responsible for multiple plants across the US, integrating acquisitions and leveraging geographic advantage to provide industry beating turn times and customer service.

● Leveraged best practice to drive improvements across 5 printing operations.

● Transitioned acquisitions from legacy IT environments into Circle systems to optimize customer service by allowing demand to be seamlessly balanced across plants.

● Upgraded management team to meet the increasingly complex needs of the business. General Manager, Out of Home Division 2013 - 2016

P&L responsibility for this dynamic growing division with an emphasis on innovative environmentally friendly substrates, customer centric IT solutions and fast turnaround printing at market leading pricing.

● Reduced turn times to clients by 25%, from 4 days to 3 days.

● Led due diligence and integration for two acquisitions, adding complimentary industry core competencies and geographic foot print to drive growth in target markets.

● Introduced new substrates to reduce carbon footprint and facilitate customer recycling programs.

● Justified and implemented $2.0M capital outlay to replace obsolete printing platform with new technologies. Paul Stals Page 2

WINKLER PLASTIC, Los Angeles, CA 2012 - 2013

$10M Revenue, supplier of thermoformed packaging to the snack food processing industry. CEO

Hired by Private Equity Investor group to turn around recently acquired failing family run business.

● Addressed numerous legal and compliance issues threatening imminent closure of the business related to food safety, OSHA, permits, taxes, illegal aliens and other employment practices.

● Implemented financial controls, ended comingling of company funds and family money. Addressed liquidity issues and re- established terms and credibility with key vendors.

● Transitioned family members previously running the company to more appropriate roles, facilitating their eventual exit from the business.

VALET WASTE, Tampa, FL 2010 - 2011

$50M Revenue, Multifamily Housing Industry’s leading provider of doorstep trash and recycling collection. Vice President of Operations

Reported to CEO, responsible for Operations, IT Strategy, Business Process Improvement and Purchasing, through a team of 9 direct reports with over 1000 employees and contractors, across 25 states, providing collection services to 300,000 apartments.

● Overhauled existing Independent Contractor Model to increase compliance with Federal employment requirements while significantly reducing direct costs 15%.

AMERSHAM CORPORATION, dba INTREX GLOBAL SOLUTIONS 1995 – 2010

$50M leading supplier of custom-engineered components to OEMs in appliance, automotive, and aerospace industries. Serving in sometimes concurrent leadership capacities with various entities of this holding company, played strategic role in improving profitability, enhancing operational efficiency, introducing manufacturing best practices and leading-edge technologies, and penetrating new markets. Spearheaded successful strategies to weather downturns and execute turnarounds. INTREX GLOBAL SOURCING, Van Nuys (Los Angeles), CA 2001 – 2010 President

P&L responsibility for new sourcing division, including global sales/marketing strategy, customer relationship management, overseas sourcing operations, and participation in acquisition due diligence and integration. Developed and implemented strategy for diversification from company's historical concentration in furniture market by leveraging expertize in China to source engineered components:

● Grew division revenues from $1M to $7M in 5 years with strategic sales/marketing plan including targeted markets, powerful sales collateral, and recruitment/training of sales force.

● Accelerated low-cost country sourcing by establishing Representative Office in Shanghai, China, yielding greater productivity and coverage at lower cost, providing compelling proposition for customers, and laying foundation for growth.

● Enabled sale of Terry Hinge and Hardware business by separating previously shared ERP system, sales forces, accounting, warehousing and distribution functions.

INTREX AUTOMOTIVE (MACHINING), Clearwater, FL & Eagle Pass, TX 2006 – 2009 President / General Manager

Requested by Chairman to address deteriorating performance of Tier 2 Automotive components division, with full P&L responsibility for $18M revenue, 200+ employee operation. Managed key customer relationships.

● Reduced costs and improved profits and gross margins by developing start-up Texas manufacturing facility, closing Clearwater operation and consolidating its capacity into Colorado operation, and introducing performance metrics and structured goals across facilities.

● Moved Texas operation from 2 shifts with temporary workers to 4 shift, 24x7 operation with 100+ permanent employees. Relocated machine tools from FL to TX and managed $4M in capital improvements. Paul Stals Page 3

TERRY HINGE & HARDWARE (THH), Los Angeles, CA 1995 – 2005 President & COO (1998 – 2005)

Promoted to full P&L responsibility for $20M revenue manufacturing and distribution business supplying components to the woodworking industry and faced with the collapse of its core market. Focus was on tight margin control, performance metrics, and developing new revenue streams.

Successfully led THH through a period of severe revenue decline caused by the collapse of the US domestic furniture OEM’s, the company’s largest market segment:

● Identified and grew 2 new markets segments from scratch, including Casework market for institutional hinges that grew to

$4M in 4 years while taking 40% market share from competitor.

● Reduced sales conversion lead time 50% by implementing cloud based CRM software that improved project management process, sales metrics, analysis, and forecasting capabilities.

● Introduced intensive Employee Training Program and Vital Factors structured goal-setting approach, greatly improving morale, performance, problem-solving ability, and cross-functional cooperation in process improvement. Results include improved scrap control, safety, housekeeping and streamlined engineering changes. Vice President of Operations (1995 – 1998)

Brought in to focus on profit building and cost reduction for recently acquired company struggling with litigation, facing first of several slumps in furniture business, and committed to low prices with customers that could not be sustained. Implemented professional standards, business processes, and culture to deliver overall revenue increase from $12M to $18M and grow EBITDA from 3% to 10%:

● Implemented ISO9000 quality system to drive fast-track improvement in business practices and focus management team.

● Improved customer service metrics with 50% lead-time reduction and 20% increase in on-time delivery.

● Achieved 50% reduction in set-up times through capital improvements and lean manufacturing concepts.

● Replaced dysfunctional legacy software with modern, Y2K-compliant Enterprise Resource Planning (ERP) system.

● Increased distribution gross margins 20% by extending overseas supplier base, and shifting from Taiwan to China. EARLY CAREER:

Prior to relocating to the US with Edwards High Vacuum International in UK ($700M division of British Oxygen Company), rose through various material management and manufacturing roles to Marketing and Product Management. Contributions at this multinational manufacturer of capital equipment for semiconductor and general scientific markets include introducing small vacuum pump assembly line using Toyota Production System to cut lead times from 1 month to 2 days in just 3 months, and yield $500K annual savings on one-time $150K investment. (1985-95)

EDUCATION

Diploma in Management Studies, Open University (distance learning program), England, 1988 B.Sc. Production Technology & Production Management, First Class Honors, Aston University, UK, June 1985 Ferodo Prize winner, awarded for graduating at top of class

~ U.S. Citizen ~

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