Tim Johnson: Director - Operations Improvement in Seymour, TN

Push the Company forward with new tools and concepts o Source, introduce, and educate the Company on new, waste-eliminating technologies Identify & grow the Company’s next wave of independent problem solvers o Organized a Nationwide Lean Leader Certification Program for the Company’s HiPo employees; Currently 56 graduates with another 103 participants enrolled and in various stages o Developed a Nationwide Branch Certification Program based on 5S principles; Currently 1 certified with another 18 enrolled and in various stages o Utilize the “do for, do with, do alone” approach to ensure the adoption of concepts Shape & direct enterprise level continuous improvement initiatives to drive out cost o By participating in work at the Gemba, develop a robust pipeline of improvement projects; E.g. SPPO, Vault of Tomorrow, AM Pit Crew, Teller Trash, Teller Capacity Teller Productivity

Led diverse teams to create effective processes that achieved larger objectives o Conducted a major US 3pl redeployment that increased program compliance; Gathered support and input from multiple customer, vendor, and company functional groups; Saw program compliance jump by 20% after redeployment o Built structure, drove accountability into Cost-out Engineering that increased visibility and savings; Developed relevant KPIs and automated dashboards; Savings as a percent of spend doubled from 4% to 8% Drove growth and maintained financial stability with assigned customers o Continuously cross-sold Company capabilities to gain additional scope; Freight Audit & Bill Pay added October 2016; Worked with Company brokerage arm to open doors to new warehousing business o Kept I&E stable through contract renegotiations during market downturns; Maintained margin with creative accessorial pricing and scope rationalization; Saved the customer over 25% on their management costs

Customer facing responsibilities o Provided logistics strategy and account leadership for a major oil producer; Oversaw operations that directly impacted customer visibility and profitability; Scope included all modes, domestic and international, and multiple customer business units; Responsible for a regional $50MM inbound logistics spend o Built, guided, and developed multiple teams that significantly affected the customer experience; Directed all oil & gas upstream transportation activities from PO creation to final delivery o Reduced supply chain waste through the application of Lean principles; Identified $5.5MM in customer savings (>5% of spend); Led cross-functional teams to free up a $2MM worth of backlogged of freight bills - Company facing responsibilities o Developed relationships and initiated business plans that fostered company growth; Helped develop internal Industry Group strategic house elements and goals; Contributed to Oil & Gas 3PL and 4PL sales pursuits; Created a robust HSSE program for 3PL transportation management; Negotiated multiple 3PL contract extensions

Developed and implemented productivity projects on an $80MM trans spend o Top producer from 4Q 2011 until promotion to new role; Responsible for $3.15MM / $8.21MM or 38% of all projects Coordinated with Procurement to evaluate the carrier base and source new carriers o Created Impact Studies for negotiation and mitigation of carrier increases; Kept LTL inflation under 1%; Kept FTL inflation under 6% Led, documented, and furthered account specific Lean initiatives o Led a construct team in pursuit of Silver Lean Certification; Improved the teams construct score by 69%; Silver Lean Certification achieved in December 2012 o Developed account specific Value Stream Maps to identify waste o Led and participated in Kaizen events

Grew (Dedicated Contract Services) DCS through prospect identification o Secured C-level meetings with qualified prospects Designed, priced, and negotiated long-term transportation contracts o Helped contract $8MM in new business Helped facilitate new business start-ups

Managed all aspects of a multi-site dedicated transportation operation o Made strategic decisions regarding assets; 25+ company owned tractors, 30+ company owned trailers o Supervised and developed account personnel; 25+ drivers and 2 Operations Supervisors over 3 locations; 2 drivers promoted to Safety Managers, 1 driver recognized as “Driver of the Year”; 83% of Operations Supervisors promoted to Operations Management level o Forecasted and reconciled PnLs to ensure accuracy; Maintained a sub 90 Operating Ratio on $2MM of annual revenue o Maintained a ready fleet; Worked with cross-functional teams to ensure maintenance, safety, and DOT compliance o Gathered, interpreted, and reported weekly KPIs; On-time %, detention time, cost / mile, cost / stop, average weight, fuel reports, etc.