PETER D. JENSEN

***** ****** ***** • Morgan Hill, California 95307

408-***-**** • ad32hb@r.postjobfree.com

CHIEF EXECUTIVE OFFICER/CHIEF OPERATING OFFICER/EXECUTIVE VICE-PRESIDENT Best Practices / Business Re-engineering / Supply Chain / Startups / Turnarounds / International / P&L / CQI / Cost Control / Productivity Improvement / Regulatory Compliance / Customer Service / Growth Leader

As a visionary, change leader, I transformed multi-site operations into high performance organizations, reducing costs, improving productivity, quality, and safety; and introducing new products to drive revenue/profit growth. Directing operations for Dole Food and smaller niche leaders, I led supply chain from development to marketplace. Since 2010, I have led a start-up company with two first-in-the-world products: an exterior polyester film that protects windshields from being broken by road debris, and an on-demand system for making screen protectors in stores.

Restructuring operations to improve efficiency and productivity while reducing costs

Establishing Best Practices to improve supply chain and reduce customer issues

Negotiating union support for continuous improvement and other cost-saving programs

Building consensus among fresh produce suppliers on operating/compliance procedures

Expanding in international markets to drive sales growth

Formulating strategy and implementing it to drive profitable sales growth in a start-up I hold an MBA from Harvard Business School, a BA in Japanese Studies from Stanford University and have working knowledge of Spanish. I am known for challenging preconceived concepts about what will/won’t work and forging new trust-based relationships. A thought leader, I introduced innovative concepts, creating new solutions. Highlighted Accomplishments

Identified alternative sources for raw material: Increased product procurement 10% above contract levels at favorable prices.

Reduced waste, increasing production volume. Collaborated with production and management personnel to identify problem. Reconfigured capital assets, preventing loss and increasing production 5% and revenues $500K. Turned transportation into profit center. Naturipe Farms’ trucking from four import warehouses and 20 warehouses across US was inefficient, causing delivery delays. Organized transportation around lanes of traffic, using fewer unscheduled deliveries without raising freight charges. Increased freight revenue $1.5M in one year. Eliminated internal competition, driving earnings and revenue. Five production units at Monterey Mushrooms competed against each other for the same customer base. Unified business units, added new products and built brand recognition. Grew operating earnings 15% annually for five years, and grew unit revenue on 30% of sales by 25%. Worked with unions to slash Worker’s Comp costs. Monterey Mushroom accident rates and claims were too high. Improved safety record, cutting insurance costs $2M on $80M production budget. Profitably growing sales in start-up. Grew sales profitably in windshield protection film to $4 million revenue and in on-demand screen protector system for in-store use to $20 million revenue. 65% Gross Margin with both products. PROFESSIONAL EXPERIENCE

TARGE INDUSTRIES, Salt Lake City, Utah-2019 to Present Started a new company that has products that are based on the ClearPlex Corporation products. With ClearPlex film, we fabricate a pre-molded kit that fits specific windshields of vehicles and protects side windows from smash n grab thefts. We have built a customer base of 300 customers. We also sell a unique product that protects cars against smash n grab thefts. With ProtectionPro, we are beginning to sell film with logos for schools, teams and companies.

CLEARPLEX CORPORATION, Sandy, Utah – 2009 to 2019

Twelve-year old company that has a patented plastic film that provides invisible protection for windshields of all types of motor vehicles and water craft. Developed new product to be a screen protector for electronic devices. And Also developed an brought to market another first-in-the-world product. ProtectionPro is an on-demand PETER D. JENSEN • Page 2 • ad32hb@r.postjobfree.com

product for retail stores to make screen protectors and decorative back covers for smart phones, smart watches, tablets, lap top computers and other electronic devices. President 2016, then Business Manager after purchase by investor: Changed the go-to-market strategy by setting up a geographically based exclusive distribution system in the United States and around the world for both products. Developed sales and marketing program to support sales and product installation in every state and more than 50 countries. Introduced management practices that are delivering solid, sustainable and profitable increases in sales. Invented and introduced a revolutionary system for producing and selling touch screen devices in the consumer electronics industry. Key Accomplishments:

• Developed a new market for two new products, growing sales from zero to $4 million with ClearPlex film in 8 years, and growing ProtectionPro sales from zero to $12 million in 4 years. Sales expectations for 2019 are

$20 million.

• Led the company through 3 rounds of funding in order to finance the growth of the company

• Invented new technologies for customizing film for specific windshields and for producing screen protectors in retail stores

• Built an international distributor network

• Led the company from start-up to profitability in 5 years.

• Led financing round to fund company growth

ECKERT COLD STORAGE COMPANY, Escalon, California 2008-2009 Family owned company that processes vegetables for freezing, selling them as ingredients to food processing companies throughout the United States, Canada and Japan. Approximately $80 million in annual sales. Chief Operating Officer: Joined the company one month before the start of harvest and processing operations. Responsible for operation of the supply chain: procuring supply of raw product, coordinating raw product supply with the operation of two processing plants during the cabbage and bell pepper seasons, storage of raw and processed products, shipment of products to customers. Processing plant managers, maintenance manager, quality assurance and safety manager and field manager reported to me. Financial analysis of field operations and food processing operations. Coordinated with Mexico processing plant concerning their production and shipping schedules.

Key Accomplishments:

• Improved production yields by 3% by reducing amount of good raw product going to waste

• Set up Best Practices to improve supply chain in terms of preventing product loss in the process flow

• Initiated improvement in line design for the next season that will improve recovery on the highest value product by 5%.

• Part of negotiating team for labor contract for one plant. Successfully concluded negotiations with annual labor cost increase of approximately 1.5%

• Increased raw material supply by 10% at favorable costs by making supply contracts with new growers

• Analyzed process flow and made improvements using principles of Six Sigma and continuous improvement. Re-engineered capital assets in process flow in order to prevent product loss and improve quality. NATURIPE FARMS, LLC, Naples, Florida • 2006-2008

Joint venture company producing berries in the U.S., Canada, Mexico, Chile and Argentina and selling them internationally. Approximately $350M in sales.

Vice President, Operations: Led design and building of Operations Department to control the supply chain from harvest warehouses to market. Developed and implemented Best Practices for the supply chain to protect product quality in warehouses, ensure food safety in the entire supply chain, reduce costs and improve customer service. Responsible for supply chain inputs such as packaging, and ensuring that the new brand had a uniform appearance throughout the supply chain. Built consensus with producers on operating procedures. Coordinated flow of product through the supply chain to match shipping requirements for sales. Re-configured supply lines to customers by reducing expensive LTL (less than truck load) shipments and converting them to lanes of traffic PETER D. JENSEN • Page 3 • ad32hb@r.postjobfree.com

which reduced costs and generated freight revenue. Oversaw operation of 4 warehouses. Spearheaded continuous quality improvement initiatives. Re-engineered corporate budgeting process into a market focused approach.

Key Accomplishments:

• Generated an additional $1.5M in earnings through more efficient supply chain operation.

• Reduced warehouse costs by 5% by introducing supply chain Best Practices.

• Established Best Practices throughout the supply chain that reduced customer quality problems and claims by 30%.

• Designed food safety crisis handling procedure

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• Led initial international expansion, resulting in 10% global sales increase

• Improved professionalism and accountability throughout the company by introducing effective management practices and performance improvement policies.

• Co-inventor of new technology for in-store production of screen protectors for electronic devices.

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MONTEREY MUSHROOMS, Watsonville, California • 1997-2006 Fresh mushroom producer and distributor serving the U.S., Canada and Mexico. Approximately $325M in revenues.

Vice President, Western Region (2001-2006) Recommended and implemented a restructuring of the company as part of a 3-person senior manager task force. Led my business unit of $110 million in sales with five production units, sales force and administrative support. Re-engineered the supply chain to make it customer focused rather than production driven. Developed business plan to improve competitive market positioning. Built consensus with production units and sales staff on business planning, and introduced new problem-solving skills to achieve customer objectives. Developed Best Practices for continuous improvement throughout the entire supply chain. Negotiated collaborative relationship with United Farm Workers Union to win the support of the labor union for the continuous improvement program. As a member of the Executive Board of the corporation, did strategic planning, policy making, decided on objectives and incentives for the company. Overhauled budgeting process to establish more transparency for operating managers. Developed new food processing equipment and practices, including innovative concepts for washed mushrooms and bagged mushrooms that eventually accounted for 30% of sales volume and increased unit revenue by 12%. Key Accomplishments:

• Grew operating earnings by 15% per year for five consecutive years.

• Reduced production costs by $500,000 per year with an innovative procurement initiative.

• Saved approximately $400,000 on packaging and improved quality standards via vendor selection.

• Established accident reduction program that slashed workers’ compensation costs by $2M annually.

• Improved supply chain for shiitake mushrooms by 45% via offshore procurement, increasing market share and profitability.

• Reduced packing costs by 10% and increased growing capacity by 20% via a timing change.

• Set up a forward warehouse in Los Angeles that helped to reduce freight costs by 15%, reduced late deliveries to LA customers and improved our ability to make spot sales.

• Set up Best Practices for freight suppliers that allowed us to identify a preferred carrier. This reduced freight costs by reducing LTL shipments and increasing hauls on lanes of traffic.

• Improved quality and reduced costs for supply chain inputs by setting up Best Standards for suppliers of those inputs and the haulers

• Was recognized as Leader of the Year and Communicator of the Year

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PETER D. JENSEN • Page 4 • ad32hb@r.postjobfree.com

General Manager, Morgan Hill Farm (1997-2001): Business unit leader for growers, harvesters, packers and support staff. Instituted a collaborative process to improve the consistency and quality of the produce. Established Best Practices for all phases of the supply chain to improve productivity, improve quality, increase unit revenue and reduce costs. Set up a process for performance evaluation systems and introduced continuous quality improvement principles. Presented results to senior managers. Managed operating finances and improved transparency. Handled regulatory affairs. Managed capital expenditures and labor relations. Approximately $25M in sales.

Key Accomplishments:

• Turned an unprofitable organization into a $3M profit producer.

• Vastly improved produce quality and consistency via collaborative processes involving everyone in the supply chain: management staff, unionized work force, suppliers of inputs, transportation companies.

• Increased productivity from 5 lbs. per square foot to more than 7 lbs. per square foot., thereby increasing supply of product for sales and reducing unit operating costs.

• Decreased operating costs by 20% by establishing an open financial operating system that made management staff aware of the impact of their decisions.

• Established farm as top-tier supplier at major retail outlets.

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• Was recognized with Leader of the Year Award.

• Improved the freight system of the supply chain by re-configuring the Direct-Store-Delivery program in order to reduce freight costs and improve on-time product deliveries. DOLE FOOD COMPANY, Polomolok, Mindanao, The Philippines • 1990-1997 International food products company. Approximately $30 Million in sales. General Manager, Dole TropiFresh: Founding General Manager of Dole TropiFresh, a start-up company. Obtained initial capital support from Dole and from private equity companies. Developed competitive market positioning strategy, including the company’s first entry into the floral products market. Designed and operated a completely new supply chain for all products. Developed product varieties that were favorable to the growing area and for market requirements. Developed farm practices unique to the growing conditions. Developed and supervised 600 contract growers to produce the products. Designed, constructed and operated a post harvest handling system that was unique to the Philippines. Designed and developed transportation systems by truck, vessel and air in order to deliver products to markets in Japan, Korea, Hong Kong, the Philippines and other markets. Directed marketing, sales and logistics. Built consensus with stakeholders, including the president of the Philippines, and obtained support from the Development Bank of the Philippines. Organized a supply chain support structure within Dole TropiFresh of more than 300 management and hourly workers. Trained and supervised them to do work that had never before been done in the Philippines. Managed major projects related to operations and logistics as well as key relationships with labor leaders, government officials and cooperatives. Key Accomplishments:

• Profitably grew start-up company sales from $0 to $30M in the first 5 years.

• Implemented new cooling and transportation systems on time and on budget to ensure enterprise success.

• Took a 20% market share of asparagus market in Japan

• Won awards for floral quality in International Floral Exhibits in Japan DOLE FOOD COMPANY, Tokyo, Japan • 1983-1990

International food products company. Approximately $3B in sales. Responsible for the operation of the supply chain from all product sources to customer delivery. Managed relationships with partners in Japan.

PETER D. JENSEN • Page 5 • ad32hb@r.postjobfree.com

General Manager, Dole Japan: 1987-1990

$400 million business unit of Dole Food Company

Key Accomplishments:

• Changed product mix from 90% bananas and pineapples to 50% bananas and pineapples, and 50% other products such as vegetables, e.g. broccoli and asparagus, and other fruits, e.g. cherries, kiwi, citrus.

• Major supply chain improvement by setting up joint venture companies that would re-pack all products into retail sales units, thereby securing sales relationship with major retail customers in Japan.

• Set up Best Practices between supply bases in USA, Chile, the Philippines, Australia and New Zealand, coordinating those with market warehouses in Japan to ensure product supply and quality Operations Manager, Dole Japan: 1983-1987

$400 million business unit of Dole Food Company

Responsible for the operation of the supply chain from all product sources to customer delivery. Made contracts of affreightment with shipping companies in Asia, Europe and North America for transporting fresh produce from the United States, Chile, Mexico, Australia, New Zealand and other countries to markets in Japan, Korea, Hong Kong, and the Persian Gulf countries. Made contracts with import warehouses and stevedoring companies to unload ships, inspect product, store product and deliver it to customers in each market. Key Accomplishments:

• Re-organized the supply chain to accommodate increased volumes of products and additional types of products, each of which required special handling procedures

• Set up Best Practices for each part of the supply chain in order to improve coordination between supply countries and the market countries, to protect product quality and to ensure satisfactory deliveries to customers.

DOLE FOOD COMPANY, Rio de Janeiro, Brazil • 1981-1982 International food products company. Approximately $3B in sales. General Manager, Bumble Bee Seafoods, Tuna Division A division of the Seafood business unit of Dole Food Company (at that time known as Castle & Cooke, Inc.) Responsible for setting up the supply chain for tuna that was procured off the coast of Brazil for shipment to the Bumble Bee cannery in Mayaguez, Puerto Rico

Key Accomplishments:

• Negotiated partnership agreements with fishing companies and cold storage companies in order to secure the source of supply of tuna, freeze it prior to shipment and store it in a frozen goods warehouse.

• Supervised the construction of freezing operations and frozen storage facilities that would protect the quality of the tuna throughout the entire supply chain.

• Set up Best Practices for fishing operations, freezing and storage operations and shipping operations in order to protect product quality and keep operating costs as low as possible. EDUCATION

Master of Business Administration

Harvard Business School, Boston, Massachusetts

Bachelor of Arts in Japanese Studies

Stanford University, Stanford, California

MILITARY SERVICE

Officer in the U.S. Army, 1972-1977

LANGUAGES

Very capable in Spanish • Basic German, Japanese and Portuguese

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