Michael Pacyna: VP, Supply Chain and Operations in Los Angeles, CA

Lead the operational strategy and plan execution of a start-up organization transitioning from research project contractor to manufacturer of a commercialized lithium ion battery energy storage systems • Create and implement supply chain and ERP process to sustain accelerated growth in all areas of manufacture and installation of UL certified ESS product • Develop strategic initiatives to drive margin improvement in support of a $13MM supply chain budget • Standardize methodology, reporting and training for key metrics in the product-to-market lifecycle • Reduced product cost of goods and installation costs by 25% through sharp negotiations • Establish CODA quality systems and commitment to continuous improvement to maintain ISO 9001 + ISO 14001 certifications

Directed all daily supply chain activities, P/L management, and short- / long-term strategic and tactical business planning in a start-up green manufacturing organization • Built upon existing supply chain systems and introduced new methodology and pipeline strategy to support growth and efficiency, resulting in a 50% decrease in operating expenses • Refocused growth initiatives toward international sales and fulfillment, expanding our international markets from 12 to 36 countries in response to flagging US economy • Developed and launched secondary line - development costs $50K, 1st quarter ROI $130K • Acted as primary seller with a $650K book of business including Target, drugstore.com, Babies R Us, amazon.com and distribution in France, Canada, Korea and Australia • Partnered with CEO to launch a concise business plan which drew $1.5MM venture capital commitment

Conceived and executed strategic growth management plan - introducing inside sales methodology and practices into traditional outside sales environment, defining metrics and setting sales goals • Developed sales success plan which generated $12MM in annual team revenue, an increase of $8MM over previous business unit performance • Implemented plan to embrace, understand and capitalize on the value and flexibility of Salesforce.com CRM, eliminating redundancy and focusing sales efforts on fresh prospects • Launched computer dialed phone system on sales floor, increasing efficiency by more than doubling new customer contact each hour • Directed and mentored team of 6 first time sales managers and coached individual sellers on value proposition and efficient / effective sales process, focusing team toward clear, confident goals • Created model of sales program for transfer and execution in 300+ seat phone room

Planned and executed restructure of $90MM manufacturing / sales organization with CEO and executive management team raising net profit 8%, streamlining process, minimizing overhead and maximizing profit in preparation for company sale • Redefined supply chain pipeline practices, streamlining efficiency in the import and domestic production departments improving speed to market by 25% in key categories • Acted as Import and Domestic Production Manager, initiating new product standard guidelines which resulted in a 30% improvement in meeting customer quality standards • Introduced partnership between manufacturing and creative teams by instituting monthly merchandising meetings geared toward ensuring sellers only received garments priced appropriately to market needs and company profit • Created and enforced production planning and execution calendars for multiple vendors in Asia, Mexico and US, bringing increased accountability at the factory level and improving on-time delivery • Set global vision for departmental process improvement, P/L responsibility, employee evaluation and training and succession planning

Set business direction and defined job functions for 45 person staff for R&D, manufacturing and sales professionals resulting in 47% sales growth from $19 to $28MM, establishing the brand as the largest revenue contributor for parent company Kubik Marketing and setting the stage for successful company sale • Shifted product pipelines from US to Asia for key apparel, hard goods, footwear and snow items to improve their profit margin by 20% • Developed merchandising strategy, creating a partnership between sales and product development, which allowed sales to constantly offer new products to 1000 US skate shops, a reversal from the previous ineffective seasonal model • Adapted company culture to prepare for strategic shift to larger scale retail partnerships such as Sport Chalet and Mervyn’s • Developed item guide to educated sales staff on product features and performance aspects, information previously conveyed in one time development meetings • Produced four ASR industry trade show presentations ($95K budgets) and inaugural “World War 3” street skating competition ($350K budget)