President/CEO

Kevin P. Hart

*** *** **** ***** ***** 847-***-****

Winston-Salem, NC 27106 e-mail: acgsln@r.postjobfree.com

SUMMARY

A motivated senior executive with a consistent record of achieving profitable outcomes and improving the

organization. An experienced manager of organizations who delivers superior results in turn around, start-

up, growth and mature market situations. An engaged leader who energizes an organization with hard work

and candor while demonstrating excellent interpersonal, analytical, and team -building skills. A leader who

impacts an organization by attracting, developing, and retaining top talent while improving processes to

ensure accomplishment of both short and long term business goals. A business manager with an MBA from

Notre Dame and a graduate of the United States Naval Academy.

PROFESSIONAL EXPERIENCE

Oracle Packaging and LLFlex, Winston-Salem, North Carolina 2013

A $225M manufacturer of flexible packaging and roll aluminum with 3 plants. Flexible packaging sold in

five major market segments: lidding for food applications, healthcare, tobacco, building and construction,

and wire and cable. Roll aluminum manufacturing supported internal product needs a nd external customers.

Chief Executive Officer

First CEO of two companies brought together by private equity acquisition.

Improved EBITDA 15% in the first seven months.

Increased liquidity 35%, largely by personally improving terms of sale with key supplier.

Improved company safety performance with a 50% reduction in recordable accidents.

Realigned senior management roles to ensure focus on key objectives.

Initiated and established 3 year Company Strategy as well as Company Vision.

Established goal achievement approach with action steps and timetables on improvement initiatives.

Spearheaded the engagement of all employees in the company improvement process through a

comprehensive communication plan, including monthly updates on the status of goal achievement.

Revamped performance management process, creating a culture of increased accountability, tying

objectives, bonus plans, and performance reviews to the company’s goals and objectives .

Duro Bag Manufacturing Company, Florence, Kentucky 2012-2013

A $650 Million manufacturer of paper bags sold both direct and into distribution, servicing restaurants,

supermarkets, wholesale clubs, chain accounts, and retailers.

President and Chief Operating Officer, Standard Products Company

Responsible for all functional areas of the Standard Products Company, a $500 million division.

Doubled company’s income in first year as the President.

Broadened market focus of the sales force to address untapped business potential in foodservice.

Personally gained a single sourcing agreement with Sysco.

Changed expectations of sales to include bottom line responsibility, addressing profit leaks due to

poor program and deduction documentation and management, resulting in $1M savings.

Achieved $8M reduction in working capital with the implementation of floor stocking agreements

for custom printed products, inter-departmental focus on customer account receivables, and

reduction in customer terms. Established procedures and p olicies to ensure control in the future.

Improved annual budget process such that detailed budget was published prior to the start of the FY.

Established a comprehensive target account program that focused the sales organization and sales

management on meaningful growth opportunities with action plans to address potential sales gains.

Established increased accountability with objectives, metric driven performance expectations, and

bonus plans, as appropriate, for all personnel. Revamped performance management system to

coincide with the metric driven approach.

WNA, Inc., Covington, Ky. 2004-2012

A $250M manufacturer of packaging for foodservice distribution, national accounts, and consumer markets.

Executive Vice President of Sales and Marketing

Responsible for all sales and marketing activities in the three distinct market segments with 28 people, 8

direct reports, and 40 brokers. Customer base including foodservice broad liners, redistributors, paper

distributors, chain restaurants, wholesale clubs, and retail chains.

Led sales improvement that generated a 59% growth in EBITDA.

Led new product development team to a 65% increase in new product sales.

Reduced aged receivables and aged deductions by 55% in first 3 years, 75% over 7 years.

Devised and implemented standard customer program agreements that improved clarity,

streamlined payment processing, saved time, and reduced program payments by 10-15%.

Revamped annual budget process, establishing meaningful budgets by channel, product line, and

geographic market. Reduced time required to publish sales budget by 75%.

Restructured sales reporting to provide timely information on performance versus budget and PY,

with sufficient detail to facilitate better business management and accountability.

Devised and implemented targeted performance objectives, revised bonus plans, and an appraisal

review process all tied to the busi ness strategic plan and company FY objectives.

Changed human resources expectations to one of attracting, developing, and retaining top talent,

thereby having internal candidates qualified for promotional opportunities within the company.

Improved control and responsiveness of pricing by establishing process controls and automating

pricing process. Improved timeliness of process by 60 -75% while centralizing key decisions.

Devised and implemented revised shipping policies the reduced logistics costs by 10% while also

reducing working capital 10% by rationalizing products, reducing the number of stocking

warehouses, and targeting expense reduction. Structured reporting to highlight targeted areas.

PACTIV CORPORATION, Lake Forest, IL. 1999-2004

A $3 Billion manufacturer of advanced packaging solutions for the consumer, foodservice/food packaging,

and protective/flexible packaging markets.

Vice President of Sales, Foodservice and Institutional Packaging 2003-2004

P&L responsibility for $850 Million with 75 people, 7 direct reports, and 12 brokers . Customer

base included foodservice broad liners, redistributors, paper distributors, and chain restaurants.

Developed sales strategy and execution plan that increased operating margins and

improved profitability by 10%. Achieved all profit objectives.

Reduced aged receivables by 40% and aged deductions by 50%

Spearheaded and implemented a broad -based sales training initiative focused on

improving the financial acumen of all sales people.

Partnered with top tier customers resulting in recognition by Gordon Foodservice as

their top branded supplier and by SYSCO as a Silver Supplier.

VP of Sales, Foodservice, Institutional and Superma rket Packaging 2000-2002

P&L responsibility for $1.1 billion with 102 people, 9 direct reports, and 13 brokers.

Exceeded all income targets. Sales growth averaged 5% each year while income improved $40M,

$12M and $20M respectively. Received Leadership Excellence Award.

Streamlined sales organization resulting in reduced headcount, improved customer

focus, and addressed emerging markets.

Exceeded new product goals by 30% yearly, achieving sales of $150M.

Negotiated an exclusive supplier agreement with US Foodservice on all major product categories

after acquisitions of Alliant and PYA Monarch, increasing sales by 25%.

Led the development and implementation of a comprehensive sales training program for

all new hires and existing employees.

Key member of the leadership team that sold one business and exited two others.

National Sales Manager, Foodservice, Institutional, and Supermarkets 1999

P&L responsibility $1.0 billion with 125 people, 8 direct reports, and 13 brokers.

Exceeded both income and volume objectives.

Earned the Leadership Excellence Award for outstanding volume and profit results.

TENNECO PACKAGING, Lake Forest, IL. 1997-1999

A division of Tenneco focused on packaging for consumer, foodservice, and protective packaging markets.

Tenneco Packaging became Pactiv Corporation in 1999.

National Sales Manager, Foodservice and Institutional Packaging 1997-1999

P&L responsibility for $700 million with 110 people, 8 direct reports, and 12 brokers.

Exceed both volume and profit objectives each year.

Key member of the leadership team that integrated the people, products, and policies of the acquired

Amoco Foam, adding 35% incremental foam volum e.

MOBIL CHEMICAL, Plastics Packaging Division, Rochester, NY 1982-1996

Plastic Packing Division was acquired by Tenneco in 1997.

Manager of National Accounts, Foodservice & Institutional Products 1994-1996

Regional Marketing and Sales Manager, Western Region 1991-1994

Market Development Manager, Grocery Sacks 1990-1991

Senior Product Sales Manager, Foodservice and Institutional Products 1987-1989

District Manager, Supermarket Packaging 1986-1987

Product Manager, Supermarket Packaging 1985

Sales Representative, Institutional Products 1982-1984

Promoted six times to jobs of increased responsibility from an entry level position to a position of

national responsibility handling the largest accounts in the company.

Exceeded volume and profit objectives every year in each job.

Led three different regional sales organizations in different businesses and different parts of the

country to the best results in the company in every national sales contest.

Integrated acquisitions.

Developed and implemented a plastic grocery sack recycling program that was the first of its kind in

the industry and the forerunner of recycling efforts of plastic bags today.

EDUCATION

University of Notre Dame, South Bend, IN 2006-2008

Master of Business Administration

Graduated Magna Cum Laude

United States Naval Academy, Annapolis, MD.

Bachelor of Science, International Security Affairs.

MILITARY EXPERIENCE

United States Marine Corps Active Duty and Reserves

Retired as a Colonel, USMCR.

President of the Marine Corps Reserve Association from April 2002 to August 2005

Served in the Office of the Secretary of Defense, Pentagon from 2000 -2003 as Assistant Director for

Operations and Readiness, Executive Support Center. Recognized for superior performance of duty.

Served on the Joint Staff, Joint Chiefs of Staff, Pentagon from 1997-2000 as Mobilization and

Logistics Action Officer. Responsible fo r securing Presidential approval for the call up of reserves

in support of operations in Kosovo. Recognized for superior performance of duty.

Commanded six different Marine Corps units, with the largest unit composed of 1000 Marines .

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