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David Paul Polk Mobile 909-239-8418 33157 Bayhill Road, Yucaipa, CA 92399 DavePolk922@GMail.com Southern California – Inland Empire

Career Summary I am a hands-on executive with extensive experience in finance, sales, customer service, engineering, and operations. I have worked in large, world-wide corporations with sales in the billions as well as smaller US only based companies with sales in the $350mm range. My strengths include:

High Energy with a Strong and Disciplined Work Ethic Obsession Over Safety, Quality and Customers Practitioner of Advanced Business Strategies Such as TPS, Six Sigma and TOC Growing Top/Bottom Line Results and Establishing Mission Critical KPI’s Building Strong Leaders and Teams Challenging Sacred Dogma and Stimulating Creative, Break-Through Strategies Leading and Driving Cross-Functional, Cross-organizational, Corporate-Wide Initiatives to Completion

Executive Summary of Business Skills and Knowledge 10 Years of P&L Responsibility 20 Years of Financial Management and Budget Development 25 Years of Leadership Development 20 Years of Capital Investment Strategy and Development 8 Years of Collective Bargaining and Negotiations 20 Years of Supplier Development and Negotiations 20 Years of Customer Relationship Development and Support 20 Years of Executive, Customer and Supplier Presentations 10 Years of Collections

Ethos Create and drive a customer obsessed organization that is team based, learning, innovative, and intelligent. Develop leaders with uncompromising integrity and standards – leaders who are mission driven, prepared, adaptive, and flexible to move the enterprise forward regardless of the landscape or challenges. Career Details

Plant Manager @Metal Coaters California www.NCIBuildingSystems.com Metal Coaters California is a division of NCI Building Systems. NCI Building Systems is North America’s largest integrated manufactures and marketers of metal products for the nonresidential construction industry. I was recruited by the President of Metal Coaters in the fall of 2014. As General Manager at Metal Sales Manufacturing Corporation, I worked with the President for many years as a customer to this site. Metal Coaters California is one of the largest coating lines west of the Mississippi. Tonnage off the paint line consistently hit 350 tons per day. Tonnage off the slit line consistently hit 200 tons per day. Shortly into my tenure with the company it became clear to me that the location was struggling with root cause analysis and long term solutions. Quality was suffering and key accounts were threatening to take their business elsewhere. I also determined quickly that two key leadership resources were preventing long-term, progressive solutions. Both individuals were removed and upgraded. In addition to upgrading the leadership team, my energies and focus were concentrated on containing failures and attacking common themes leading to said failures. Failures involved both process breakdown and years of asset neglect. The process breakdowns were addressed within the first six months through team-based root cause analysis and corrections. The asset neglect, although dramatically improved through organizing and implementing a preventive maintenance database, will still require considerable investment. For confidential reasons I’m unable to share, the company has decided to cut investments substantially across all of the business units. I was uneasy with the impact this long-term decision would have on critical safety, quality and environmental concerns.

Rancho Cucamonga, CA P&L Responsibility Industrial Coatings 75 Employees $30mm Top Line 12/2014 – 06/2016

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Operations Manager @ Amazon www.Amazon.com I was recruited by Amazon in the spring of 2013. I was selected to help start a new sortation center in Southern California. At the time, Amazon was looking for ways to enhance the customer experience. The sortation center initiative was a critical strategy within Amazon to get closer to the customer and to take cost out of the experience. I spent the first month of my tenure preparing the 500,000 square foot facility and training the 500-plus associates. The location began successfully shipping product in late August of 2013. From a metrics standpoint, the operation exceeded all customer performance and financial expectations. Because of our success through peak of 2013, Amazon invested over $150mm in 2014 to expand the strategy across the US. The site became the training ground for all of the future leaders in the company. In addition, I was only one of a few leaders in the company selected to participate on “Jump” teams. These teams would deploy without notice when labor/management challenges were detected in the network. Our mission was to neutralize the labor movement and turn the morale around at the impacted site.

San Bernardino, CA Started Green Field Site E-Commerce and Distribution 1,000 Employees 07/2013 – 11/2014

General Manager @ Metal Sales Manufacturing Corporation www.MetalSales.US.com I was recruited and relocated by Metal Sales Manufacturing Corporation to their operation in Southern California in early 2005. We specialized in Commercial, Industrial and Architectural markets. Through the application of lean and six sigma principles, we successfully grew the business from $16mm when I joined the company to $21mm just prior to the great recession. In addition to having overall P&L responsibility for the Southern California operation, I also led several corporate wide initiatives. One such initiative involved developing a business strategy for growing the CIA business in regional pockets across the US. The ultimate strategy and implementation led to a 15% YOY growth in these markets, and continues to this day.

Fontana, CA P&L Responsibility Roll Forming Metal Roofing/Siding 45 Employees $21mm Top Line 03/2005 – 07/2013

Materials Manager @ Tyco Valves and Controls www.valves.pentair.com I joined Tyco Valves and Controls as the Materials Manager with the understanding that I would be stepping into the Plant Manager role within the next two years. The existing Plant Manager was due to retire. This operation of 150+ employees is a major player in the petro-chemical check valve industry. Unfortunately, the move proved to be difficult on my family. My wife and kids wanted to be back on the west coast. I reached out to my colleagues and ultimately joined Metal Sales Manufacturing Corporation in Southern California. Although my time with Tyco proved brief, I did complete a major project that involved discontinuing our operation in Calgary Canada and moving the equipment and key personnel to our operation in Texas.

Harlingen, TX Industrial CNC Operation Petro/Chemical Industry 150 Employees $50mm Top Line 01/2004 – 01/2005

Business Unit Manager @ Interlake Material Handling www.InterlakeMecalux.com I joined Interlake as Materials Manager in 1997. Shortly into my tenure I was promoted to Business Unit Manager. Overseeing two operations and 100+ employees, we were very successful in breaking down constraints and growing the business dramatically. We ultimately reached 200 tons shipped per day. These operations in Northern California were union shops. The parent company, GKN at the time, desperately wanted to move away from union establishments. Racking systems for warehouse distribution dropped-off dramatically following the 9-11 disaster. Ultimately, our operations were relocated to Matamoros, Mexico. I was one of the last leaders remaining and managed the coordination of equipment and materials to Matamoros.

Lodi, CA Industrial Roll Forming 100 Employees $25mm Top Line 01/1997 – 01/2004

Supply Demand Manager @ Packard Bell NEC Sacramento, CA I was recruited and relocated by Packard Bell NEC to their Northern California operation. Shortly into tenure determined that the company was in deep financial trouble and lacked the leadership qualities necessary to evolve with an ever demanding, increasingly sophisticated high-tech consumer. Packard Bell NEC went out of business 18-months after my departure.

$35mm Top Line 250 Employees 01/1996 – 01/1997

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Materials and Customer Service Manager @ Unisys Corporation www.Unisys.com I was recruited out of college by Unisys in 1987. I joined the ranks in 1988 as a buyer within the electrical/mechanical organization. I progressed through the organization with a series of promotions every two years. When I finished my career at Unisys, I was the Materials and Customer Service Manager. Mission Viejo, CA $150mm Top Line Mainframe Computers 500 Employees 01/1988 – 01/1996

Education Graduated in 1987 with a BS degree in Business Management from Arizona State University Specialized in Production and Operations Management

Victories Exponentially Growing Racking Throughput from 100 to 200 Tons Shipped Per Day Dramatically Reducing Beam Die Changes from 50 Minutes to 10 Minutes via SMED Methods 8% YOY Top Line Growth on $30mm Business Multiple Conversions from Batch and Queue to Order Completion Methods 50% YOY Reduction in Defective Goods Inventory 22% YOY Reduction in Finished Goods Inventory Dramatically Reducing Beam Lead Time from 12 Days to 10 Hours Leading and Implementing Corporate Wide Strategic Initiative for Expanding CIA Markets Across the US, Growing Top Line Results by 15%

Industry Characteristics Union & Non-Union Roll Forming Industrial Coatings Industrial Equipment Stamping Welding Building Materials Press Breaking E-commerce Steel and Aluminum Fabrication Warehousing & Distribution

Technical Skills Expert Level Aptitude in the Microsoft Suite of Programs Six Sigma Methods for Attacking Variability Toyota Production Systems for Attacking Muda, Speed and Customer Responsiveness Theory of Constraints Methods for Attacking Bottlenecks ISO Development, Certification and Maintenance DMAIC and DMADV Total Productive Maintenance (TPM) Jidoka Multiple ERP Systems including AS400, BAMCS, SAP, & Oracle Heijunka (TAKT) PDCA Value Stream Mapping Process Mapping FMEA GEMBA SMED Poka-Yoke Andon Hoshin Kanri 5-S Root Cause Analysis OEE Standardized Work Manager Plus