Douglas Peterson

We develop managers into leaders in a very different way... with our unique program aimed at developing the 12 fundamental skills CEOs expect from their leaders: communication, customer focus, decision making, delegation, developing productive teams, leading through change, managing energy and time, negotiation, planning & prioritizing, problem solving, recruiting & retention, and strategic thinking. Our unique program changes behavior through measured development over a 12 month period, action planning tied to real bottom line results, and accountability through post learning in-person debrief meetings. We created 24 modules each 2 hours long delivered in pairs in a 4 hour monthly session. It's a live facilitated (virtual or in person) blended interactive leadership development process. Content for the modules comes from our world renowned network of subject matter experts. Sessions are interactive with exercises and problem solving. Personal action plans tied to real business results are created at the end of each module. Follow up in-person sessions ensure accountability to achieve results. After 12 months and 48 hours of learning, participants graduate into a continuing learning program with quarterly workshops to learn new concepts and best practices to continue to effectively lead their teams.

Commercial P&L responsibility to lead growth across the US for the manufacturing and industrial division of Stericycle Environmental Solutions, a leading provider of environmental and regulated waste management solutions.

Sales and operational responsibility to build organization and lead growth in $100 million North American subsidiary of German industrial connectivity and automation manufacturer. Key Achievements: - Short term engagement to re-integrate company following Weidmueller group acquisition of North American subsidiary from Rockwell Automation. - Integrated new organization aligned to group company blueprint. - Instituted a new operating rhythm and completed go-to market, distribution, and key account strategy to transform the organization from component to automation/solution sales focus. - Achieved plan to successfully integrate company and deliver double-digit growth and EBIT targets across North America.

Commercial responsibility to build organization and lead growth across the Americas for Danish market leader of collaborative robots (small, user friendly robots with built-in safety features allowing for operation alongside humans). Key Achievements: - Created solid leadership team of sales and channel leaders, sales operations, technical support, and marketing growing from 10 employees to nearly 40 in 12 months - Built/scaled partner network adding more than 20 distribution channel partners and 30 system integrators - Delivered more than $8 million incremental revenue from new partners alone in 2017 - Grew sales 64% in 2016 (250% in Latin America) and more than 80% in 2017 (from $29 million to more than $53 million).

Tennessee Industrial Electronics, LLC is a leading supplier of repaired and refurbished industrial electronic parts to end users, integrated suppliers, independent machine service providers, and industrial resellers. The core business is focused on parts and repair for FANUC CNC (controls, servo motors, spindle motors, drives) and FANUC Robot Controls. We deliver our customers machine uptime with the worlds largest inventory of high quality, new, refurbished, tested, and certified parts. Key Achievements: - Assisted private equity firm with deal evaluation, analysis, and due diligence. - Responsible for 40 employees and $20 million in revenue. - Developed and led the execution of 100 day plan to fill out key leadership team, define performance metrics, establish financial reporting, and transition from cash to accrual accounting systems/processes. - Led multiple projects to position the business for growth including new web site, Salesforce.com CRM implementation, outbound selling/marketing, and channel growth initiatives. - Achieved more than 10% channel growth and 50% web sales growth to offset a double digit annual decline in the market.

Rittal manufactures the world's leading industrial and IT enclosures, racks and accessories, including high efficiency, high density climate control and power management systems for industrial, data center, outdoor and hybrid applications. Full P&L responsibility for Rittal Corporation in the U.S. with manufacturing operations in Urbana, Ohio and sales, marketing, service, and logistics nationwide. Direct reports include Vice President Sales, Vice President of Marketing and Product Management, Vice President Finance, Vice President Production and Engineering, Vice President Supply Chain, Director of Human Resources, and Director of Quality. Key Achievements: - Developed and executed multi-year and multi-faceted transformational change program to restructure organization around people, products, and performance. - Executed start up of new U.S. HQ location in Chicago. - Created culture of accountability for results by establishing and implementing strategy deployment process with clear company-wide strategies cascading down to departmental key performance indicators. - Executed key leadership talent changes and focusing on improving employee engagement and trust through leadership development, talent management, training, and clear communication. - Achieved double digit domestic and channel sales growth. - Won more than $30 million in industrial OEM and IT OEM project business.

Full P&L responsibility for the Industrial Solutions Division of Belden Americas Group delivering high-speed electronic cables, connectivity products and solutions within North and South America. ISD totaled more than $450 million in revenue and was comprised of multiple business units including Industrial Cable, Alpha Wire and Cable, Industrial Networking/Connectivity (Hirschmann and Lumberg), GarrettCom, and Electronic Control Systems. Direct reports included Vice President Industrial Cable, Vice President Alpha Wire, Vice President Industrial Networking, Vice President Industrial Connectivity, Vice President Sales, Vice President of Product Development, and Vice President Finance. Matrix responsibility for Human Resources, Manufacturing, and Logistics. Key Achievements: - Increased revenues by 10.3% (more than 2.5x market) and expanded EBITDA by 250 basis points. - Increased demand creation activities driving 400% YoY increase in qualified/accepted leads.

Full P&L responsibility for over $200 million in sales/service and direct or indirect responsiblity for roughly 230 employees. Led all aspects of sales, marketing, product managment, and customer service/support of the U.S. subsidiary of Phoenix Contact, a German based global company. Direct reports included Vice President Sales, Vice President Marketing and Product Management, Director of Channel and Key Accounts, Director of Customer Care and Sales Operations. Key Achievements: - Delivered 45% sales growth in 2010 exceeding 2008 peak sales by more than 15%. - Instituted new strategic planning process. - Developed 2009 strategy to outperform competitors and create our own economy during the recession. Strategy included promotional program and channel stimulus program aimed at key products. Grew this product portfolio more than 50% to offset general recession decline of balance of portfolio. - Executed price increases, special pricing control measures, operative cost improvements, and other programs to improve mix resulting in increased profitability (EBITDA) by more than 200 basis points in 2009 and 2010.

Top line responsibility for $500 million in global sales of embedded computing products and solutions across Americas, Europe and Asia. Organization included direct sales force, sales operations, channel management, and sales force effectiveness. Direct staff of 5 Sales Directors in the Americas, Sales Pole leaders in Europe and Asia, Sales Operations Director (including inside sales, order entry, channel management, and sales force effectiveness), Global Applications Engineering, and general oversight of over 200 employees. Key Achievements: - Delivered 12% sales growth in 2007 more than 2X market growth globally. - Finalized integration of multiple acquisitions without losing key talent. - Secured 120 new design wins worth $30 million in initial revenue and over $100 million in potential annual sales.

Full P&L responsibility for over $150 million business unit in GE Fanuc. Responsible for sales and service of machine tool controls, services, solutions, parts, training, repaire, etc. in the Americas. General responsibility for more than 150 employees. Key Achievements: - Delivered 15.26% CAGR from 2001 to 2005. - Grew share 7 points during this time by focusing on target machine tool OEM conversions. - Increased average annual contribution margin 1000 basis points by transforming the business to focus more resources on after market service, parts, repair, and productivity solutions aimed at end user installed base.

Served as business manager for $20 million business providing turnkey control cabinet solutions to large plastic injection molding machine OEM. Also served as Customer Centric Leader, provided cross-funtional leadership to implement customer focused metrics and processes. Earned Six Sigma Black Belt.

Served as region sales manager for $30 million sales region. Direct reports included 6 sales engineers and 5 application engineers. Responsible for sales growth of CNC control systems to machine tool builders and retrofitters in Central United States including Ohio, Indiana, Kentucky, West Virginia, Western Pennsylvania, and Tennessee. Also responsible for sales growth of service business including parts, field service, repair, and training.

Responsible for growing sales of automation products and services direct to large end users (automotive, primary metals, process, pulp & paper, machine builders, etc.) and through electrical distributors in central and southwestern Ohio.

Six Semester long assignments included product development in anti-lock braking systems, second shift first line production supervisor, and multiple plant engineering assignments in electrical controls engineering.