GARY L. BREWER (Confidential) acynog@r.postjobfree.com www.linkedin.com/in/garylloydbrewer

*** * ***** **, **********, Michigan 48009 734-***-****

CAREER PROFILE

President/Senior/Executive with P&L accountability, $50-400m in sales, bottom-line results oriented leader who

creates a sustainable competitive advantage resulting in superior revenue, profit and market share growth. Global

accountability held for: India, China, Europe, Africa and Americas with 1,600+ team members. A well rounded

global leader recognized for:

Sustainable Re-Engineering Turn-Around Skill Sets Customer Driven

Creating Process Driven Environments Mergers/Acquisitio ns/Divestitures Operational Excellence

Supply Chain Strategy Distribution Channel Management Hands-On Leadership

SUMMARY OF CONTRIBUTIONS

Group President, Kaydon Corporation, SKF Group Company $10B in Revenue

Kaydons sale to SKF $1.3B (Oct 2013)-integration and divestiture of SKF/Kaydons Filtration Group for

$90M (2015) and divestiture of Motion Control Group for $339 = $429m.

Strategy driving 3 acquisitions in 12 months adding revenues of $55m.

Operational excellence deployment linked to significant operating performance .

Human capital upgrades-supply chain, sales, finance. general and plant mgnt

Implemented VOCustomer and Employee Surveysdriving satisfaction improvements.

Strategy deployment process implemented and linked to business unit, site and individual goals.

4 year revenue growth from $60 to $134M and 34% EBITDA up from 19% in 2011.

Global President and Corporate Officer, Robbins & Myers (NOV) $750M in Revenue

Developed & implemented the Global Process Solutions Group driving sig nificant profit improvement,

revenue growth and a continuous process improvement culture.

Business restructured from $4.8M loss in 2006 to 12% EBIT.

Global strategic plan development and implementation, driving 300% EBIT improvement and market share

growth.

Strategy deployment /lean system implementation driving $1M annual savings and a metric-driven culture.

Technology transfer, new product/ systems development driving double digit sales and profit growth.

Americas Manufacturing Manager, Eaton Corporation $15.3B in Revenue

Integrated 3 engineered product lines into a manufacturing operation in 7 months, doubling revenue from

$67M to $134M.

Developed strategy to improve profitability by relocating manufacturing of a $50M Eaton controls business

to the Mexico-implementation leader.

Leadership of global piston-pump product development and launch resulting in $20M.

European Director Sales and Marketing, Eaton Corporation $8.5B in Revenue

Created structure focused on market/platform segments and customers, increasing revenue 12-15%.

European sales/marketing integration leader in Eatons acquisition of Vickers/Aeroquip.

Developed and implemented a European spin-off strategy that substantially reduced sales and marketing

costs (40%), while increasing market share growth 3-5%.

European leadership of a $150M business with 200 team members in sales, marketing, manufacturing, 7

sales/distribution operations and a European Distribution Center.

Director Global OEM Sales, Aeroquip Vickers/Eaton $8.5B in Revenue

Restructured global OEM sales and European customer facing organization, driving increased account

product penetration, which resulted in increased market share by 3% points.

General Manager, Sophus Berendsen $4.2B in Revenue

Co-architect of strategies and tactics to turn around $66M industrial dist ribution exceeding industry

performance.

Consolidated 8 facilities to 1, reducing capital and labor, while enhancing customer service and producing a

competitive product on-time driving market share growth.

EDUCATION

M.B.A, 1993, M.A. Management, 1991 Claremont Peter F. Drucker School of Graduate Management

B.S. Marketing with Logistics emphasis, 1982, California State Polytechnic University

Eaton Business Systems and Positive Employee Relations examiner, Executive Development Program

Operational Excellence: Strategy Deployment, VSM, DFM, FEMA, CAP, Black Belt, etc.

GARY L. BREWER (Confidential) acynog@r.postjobfree.com

505 W Frank St, Birmingham, Michigan 734-***-****

DETAILED EXPERIENCE PROFILE

SKF Corporation Sweden (2011 April Present)

Publically traded $10B diversified industrial with a portfolio of applied products/solutions for the general industrial,

automation, aviation, military, automotive municipal, electrical and power generation markets.

Group President: Velocity Controls and Environment al Services: P&L leadership of a $170M+ group with

global business units located in Asia, Europe, North America and 600 team members.

Contributions:

Sale/Integration of Kaydon to SKF $1.3B and divestiture of SKFs Filtration ($90M) and Motion Control

Group $330M = $429m.

Growth strategy driving 3 acquisitions in 12 months adding revenues of $55m.

SKF integration of Kaydon and divestiture of Environmental Services Group $90m transaction.

Revenue growth from $60 to $134m and 34% EBITDA.

Operational excellence deployment linked to significant operating performance improvements.

Supply Chain strategy development and deployment driving 20% inventory reduction.

Metrics linked to customer, employee satisfaction, culture change to customer driven organization.

Robbins & Myers (National Oilwell Varco), Dayton, Ohio (2006-2011)

Publically traded corporation with $750M in revenue that o perates as a holding company with a portfolio of

products servicing energy, pharmaceutical, biologics, waste water and chemical market sectors.

Group President, Americas President and Corporate Officer: Process Solutions Group, Rochester, NY

P&L leadership of a $300M+ group with global business units located in Asia, Europe, Latin and North America

and 1,600 team members.

Contributions:

Double digit revenue and EBIT (300 +% improvement) growth driven by strategy deployment .

Acquired China JV and Mavag-Swiss pharmaceutical equipment .

Business unit restructured from a $4.8M loss in 2006 to a 12% EBIT.

Mixing business restructured driving EBIT from 2.5% in 2006 to 19% in 2009

Introduction of operational excellence (PSG Lean System) savings of $1M annually.

New product introduction, driving $5M in sales with a 25% profit improvement.

Eaton Corporation, Cleveland, OH (1995-2006)

Global diversified industrial company with $15.3B in annual revenue and 75,000 employees.

Americas Manufacturing Manager, Actuation/Controls, Jackson, MI (2004-2006)

P&L leadership of Eatons actuation business 5 plant operations with 1,500 team members and revenues of $400M+

for highly engineered motion control products/systems that supported the industrial and mobile markets. The

operations had accountability for product development, manufacturing engineering, supply chain, global

manufacturing strategy, operational excellence, plant management, and finance, human resources, quality and

information technology. I also maintained the Business Unit Manager for Cylinders while leading America s

Controls group.

Contributions:

TS/ISO 9000 and 14000 certification-5 plants

Operational Excellence-productivity up 5% points driven by value stream mapping.

Leader of global product launch-piston pumps driving new sales of $6 M in year one.

Acquisition integration actuation group

Mexico facility relocation

Business Unit Manager Actuation, Fluid Power, Jackson, MI (2003-2006)

P&L leadership of Cylinder Business Unit (3 domestic operations with 350 people and $80M in revenue) for highly

engineered motion control products that supported industrial OEM and distributio n customers. Operations had

accountability for product development, manufacturing engineering, plant managers, manufacturing strategy, sales

and marketing, accounting, tactical and strategic sourcing, human resources, quality, customer service, lean.

Contributions:

Acquisition and integration of 6 facilities t o 3 and 5 computer systems to 1 reducing costs by 26%.

TS/ISO 9000/2000 and 14000 certification driving 44% quality and 30% delivery improvement .

Sales Growth strategy linked to VOC developed/executed-driving $6M in new capital growing sales 11%.

GARY L. BREWER (Confidential) acynog@r.postjobfree.com

505 W Frank St, Birmingham, MI 48009 734-***-****

Eaton Corporation

Plant Manager, Spencer, IA (2000-2003)

P&L leadership of a 500+ person 400,000 sq. ft. operation with $130M+ in global sales of a highly engineered

motion control products that support a wide array of glo bal OEMs and distribution customers. Operation contained

product development, manufacturing engineering, production, accounting, tactical and strategic sourcing, human

resources, quality, lean and leader of global pump product management team.

Contributions:

Acquisition integration of 3 product lines in 8 months that grew revenue from $67 M to $134M, while

improving quality (22,000 to less than 1,000 DPPM) and delivery (from 12% to 92%). $33M in capital.

Went from 1 Black Belt to 15 driving Operational Excellence-22,000 units in past due to zero .

Plant/Business Unit Manager, Chicago & Springfield, IL, Reynosa Mexico (2000-2001)

P&L leadership of customer-driven 300+ person operations (two mfg. facilities) with global sales in excess of $50M

for highly engineered motion control products, which focused on global mobile OEM and distribution markets.

Operations included application sales, product management, manufacturing, product engineering, quality, lean,

finance, customer service, human resources, global product management team and strategic sourcing.

Contributions:

Leadership of cross-functional team that developed and implemented strategic and tactical plan to relocate

US assembly operation to Mexico, reducing labor cost 83% and maintaining 97% on time delivery.

New products introduced driving market share growth 3-5% points above market .

Director of Sales & Marketing Eu rope, England-European Headquarters (1996-2000)

P&L leadership of a $150M/ 200+ person organization for highly engineered systems/solutions/products with

accountability for sales, marketing, distribution operations, production, customer service, advertising /trade shows,

sales, distribution center, human resources, finance, manufacturing-cylinders-cartridge valves-circuit boards-

pneumatics, and specification sales.

Contributions:

Restructured sales teams into Pan-European market focused business units reducing SG&A 40%.

Utilized Six Sigma processes to improve on-time delivery from 65% to 93%.

Leader of global strategic and tactical five- year growth plan.

Leader of German acquisition/ integration & global product launch driving 40% sales increase.

General Director of Global Industrial and Mobile Direct Sales, Troy, MI (1995-1996)

Global leadership of $300M+ industrial and mobile direct account sales team for major domestic and global OEMs

for engineered products and systems.

Contributions:

Developed and implemented strategic and tactical planning integrated into product development.

Re-organized sales teams into focused customer business units to drive sales increases at target

markets/platforms. Developed supplier platform system consortium concept which generated $2 million in

revenue.

Berendsen Fluid Power Division of Sophus Berendsen . Denmark (1988-1995)

$4.2B Danish holding company. Leadership of North American applied solutions industrial dist ribution business

with 26 branch operations,250+ team members in customer service, sales, marketing, manufacturing, supply chain,

warehousing, service and repair, divis ion/branch group services.

Vice President General Manager NW; General Manager, West Coast; General Sales Manager West Coast;

Regional Manager; Service & Repair Manager; Operations/Manufacturing Manager; Area Manager.

Based in: Los Angeles, CA, & Seattle, WA

Contributions:

Development and implementation of a centralized hub and spoke strategy that improved customer service

levels from the mid-60s to the 90s, while reducing operating costs 25%. $66M turnaround!

Developed/implemented a pricing strategy that increased annua l sales 15%+ and gross margin 16%.

Integrated 7 acquisitions utilizing hub and spoke concept, driving profit up 400%.

Additional Positions: Regional Sales Management and Product Manager (1982-88)

Enertech, Orange CA- $20M motion controls company focused on the global nuclear power industry.

Parker Hannifin Corporation, Cleveland, OH (1986-87) $2.2B motion control product and applications.

Hayden Inc./Equion, Corona, CA (1983-86) $100M company focused on Heat Transfer solutions.

Paul Munroe (Sophus Berendsen) Hydraulics, Whittier CA (1982-83).

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