Management Development

TIMOTHY C. HAZELRIG

*** ********* ***** *******.********@***.***

Alpharetta, GA 30005 678-***-****

CHIEF FINANCIAL OFFICER / CHIEF OPERATING OFFICER

Multidisciplined leader possessing international business experience, with an effective mix of technology, operations and financial management proficiencies delivering sustainable results

Diversely qualified with a history of achievement and experience honed throughout an eighteen-year tenure with the Siemens Organization including two international assignments. Expertise includes global management, strategic process development, domestic/global acquisitions, audit functions, tax compliance, transfer pricing, divestitures, major turnkey solutions and R&D projects. History of delivering both productivity and profitability gains through proficiency in business planning/financial innovations including SAP implementations. Bilingual capabilities: fluent in German.

MANAGEMENT COMPETENCIES

• Strategic Business Planning

• Policies / Procedures Development

• Startup / Turnaround • P&L Management

• Productivity Improvement

• Financial Planning • Mergers / Acquisitions

• Economic Evaluation

• Inventory Management

CAREER PROGRESSION

SIEMENS AG – 1993 to 2011

SIEMENS INDUSTRY, INC. - METALS TECHNOLOGIES BUSINESS UNIT

VICE PRESIDENT, FINANCE AND BUSINESS ADMINISTRATION – Alpharetta, GA (2008 to 5.2011)

Business Unit comprised of 1,400 employees across 14 locations in the US with annual business revenues of $650 million and order intake of $850 million.

Provided leadership for P&L, Balance Sheet and budget authority (including $10 million R&D budget) over strategic, financial and operational planning, plus oversight of cash management, debt management, financial reporting and annual business plans. Directed financial analysis and research, performed risk assessment, defined workflow and reporting relationships, created major financial expense projections, conceptualized new programs/systems, and served as key financial liaison and troubleshooter for a variety of issues. Managed eight direct reports with a staff of 75 within the financial / commercial organization.

• Transformed multiple acquired businesses into one seamless and effective organization, overseeing all controlling functions, month-end close processes, Sarbanes Oxley compliance, legal matters and proposal review/approval.

• Led continuous improvement in processes and optimization of organizational effectiveness including all personnel development, training and career advancement.

• Traveled frequently to Germany, Austria and China to meet with global partners and strategic customers to grow these businesses.

• Successfully led legal consolidation of five legal entities into one legal entity. Led dissolution of legal entity in Hong Kong and transfer / sale of legal entity to Siemens China.

• Drove year-over-year cash flow improvement from -$109 million in 2009 to +$94 million in 2010

• Credited with doubling profitability by $14.5 million over a three year period.

• Reduced net inventories from $200 million to $133 million by managing concerted efforts on liquidating obsolete inventory, product substitutions and selling scrap inventory to brokers. Implementation of consistent Cycle Counting and Physical Inventory processes.

TIMOTHY HAZELRIG, Page Two

VICE PRESIDENT, FINANCE AND BUSINESS ADMINISTRATION (Continued)

• Positively impacted bottom line by $3.1 million while maintaining comparable sales volume by leading a 23% workforce reduction (22 heads) in the finance organization to drive productivity savings without compromising performance.

• Led initiative to provide customer with alternate financing models to secure a single order of $110 million by teaming with Siemens Financial Services.

• Increased customer focus and internal efficiencies by authoring and launching Siemens Industry, Inc. company-wide policy on intra-company pricing between divisions and business units within Siemens Industry.

• Promoted sharing of best practices and obtained ideas / opportunities for improvement by organizing and hosting global Commercial Excellence Meeting with 50 management-level employees from around the world.

• Maximized product development efforts including appropriate fund allocation to select financially feasible projects by remaining intricately involved in roadmap strategy for future product development.

• Directly impacted acquisition decision-making by preparing internal investment proposals for acquisition targets including data collection and related document development.

• Served as primary contact partner for all internal/external audits and provide expertise on all tax matters throughout majority of tenure.

SIEMENS ENERGY AND AUTOMATION, INC. - PROCESS INSTRUMENTATION BUSINESS UNIT

BUSINESS UNIT CONTROLLER – Spring House, PA (2004 to 2008)

Business Unit comprised of 350 employees across three locations in the US with annual business revenues of $86 million

Directed the monitoring, maintenance and review of all financial records including preparation of all financial reporting and annual business plans. Provided for governance insuring compliance of policy, Sarbanes Oxley and legal issues. Extensively involved in controlling and driving implementation of strategic improvement initiatives on a daily basis. Managed five direct reports with a staff of 21 within the finance department.

• Led in extensive turnaround efforts for this business unit resulting in improved profitability from break-even point to +13% EBIT contribution.

• Managed financial research and analysis of complex business issues for presentation to top management with business advice / financial data.

• Oversaw major expense projections and future business requirements, defined workflow responsibilities/reporting relationships to improve effectiveness and created/administered departmental budgets.

• Authored and led unit’s first complete strategic plan covering all business aspects.

• Slashed inventories by 52% over two years while sales increased at approximately 5% per year. Asset Management initiatives resulted in certificate of achievement for Team of the Year Award.

• Achieved 70% reduction in customer accounts in dispute (CAIDs) through process improvements.

• Attained 100% audit compliance on Sarbanes Oxley and US GAAP audits as documented by external/internal audits via mapping and improving processes within Controlling Department.

• Drove $4 million per annum reduction in overhead costs through consolidation of manufacturing locations.

• Created the Focused Leadership Development Program (FLD) to arm division’s top talent with tools and skills necessary to maintain positive change and career development.

• Dramatically reduced non-conformance costs associated with wrong shipments/returned goods by establishing more rigid processes in order management, quickly resulting in significant cost savings and improved customer satisfaction.

• Championed three SAP implementations within three years.

TIMOTHY HAZELRIG, Page Three

SIEMENS MILLTRONICS PROCESS INSTRUMENTS

DIRECTOR OF BUSINESS ADMINISTRATION - Ontario, CA (2001 to 2004)

Hired to institute Siemens controls, processes and practices into a recently acquired company. Developed Supply Chain, Operations, Research and Development and Marketing & Selling Controlling functions. Oversaw numerous global aspects of this business, which was the global headquarters for the Process Instrumentation Level Measurement Business Unit.

• Established all standardized processes including rollout and training, creating an associated audit program and developing an intranet website for posting of processes.

• Generated transparency in financials of organization, developed new pricing process and standardizing process with respect to R&D controlling to enable business to understand potential risks associated with projects.

• Attained annual savings of $2 Million by consolidating production facilities and drove changes in manufacturing processes, workflows and manufacturing footprint by implementing Kaizen events.

SIEMENS POWER TRANSMISSION AND DISTRIBUTION, INC. FACTS AND POWER QUALITY DIVISION

CONTROLLER OF FINANCE AND BUSINESS ADMINISTRATION – Orlando, FL (1999 to 2001)

Following acquisition of Westinghouse Power Generation Group, charged with carving Division out of Siemens Westinghouse and into Siemens PT&D including developing new accounting department, IT department, purchasing department and all supporting functions, processes and procedures – a completely independent infrastructure. Led divestiture activities of Power Quality Business Unit.

EARLY SIEMENS HISTORY

SIEMENS ELECTROCOM – POSTAL, WAREHOUSE AND PRODUCTION AUTOMATION BUSINESS UNIT

SEGMENT CONTROLLER – Novi, Michigan (1995 to 1999)

SIEMENS POWER GENERATION GROUP (KWU) – FOSSIL FUEL DIVISION

COMMERCIAL PROJECT MANAGEMENT – Erlangen, Germany (1993 to 1995)

EDUCATION & PROFESSIONAL DEVELOPMENT

University of Maryland, College Park, MD

Bachelor of Science in Business and Management, Concentration in International Business, 1992

Bachelor of Arts in Fine Arts, 1992

Vienna International School, Vienna, Austria

International Baccalaureate, 1986

Professional Training

• Duke and Babson University Executive Education - Siemens Advanced Management Certification

• Emory University, Goizueta Management Certificate for Managerial Leadership and Development

• Siemens Achieving Financial and Controlling Excellence Program Diploma

Community Activity

Executive Sponsor for ‘Project Life,” a project conceived together with Forsyth County to enable mentally impaired teens to develop skills to enter the work force.

Contact this candidate