Steven Crain

MPI Products LLC is a high precision Fine Blanking operation headquartered in Rocherster Hills, MI. Major customers are General Motors, Chrysler, Ford, Magna Powertrain, FCC, Linomar, Metaldyne, Getrag, ZF, Sauer Dan Fauss, Parker Hannifen and John Deere. Owned by Wingate Partners. MPI is the premier clutch plate, seperator plate and parking pawl manufacturer e in North America. Purchased in December of 2012, the company has a powerful customer list and is primed to capture major shares of business in the rapidly expanding light vehicle market in the US. Hundreds of years experience are housed in the proud employees of MPI Products and the customers are true believers in the technology that MPI brings to the table.

High precision manufacturer of conventionally stamped and fineblanked parts for automotive and industrial parts and processes. Major customers include Ford, General Motors and Chrysler. Recruited and hired by Monomoy Capital Partners (NYC) to lead their acquisition of Steel Parts Manufacturing in September of 2011. In April of 2012 Monomoy Capital Partners acquired Raybestos Powertrain headquartered in Crawfordsville Indiana as a bolt-on to Steel Parts. A successful integration of the two companies has been achieved under a single leadership team with a powerful P&L. The combined companies offer a robust and unique OE and aftermarket presence in the automotive, heavy duty powertrain, and industrial parts marketplace.

New Business Development consulting services for companies interested in taking on new lines of products or overall business expansion.

Recruited to develop a management and services structure capable of delivering profitable results. Responsible for the delivery of various certifications for clients buildings including Energy Star, LEED and ASHRE 90.1. Responsible for the management and implementation of building commissioning projects throughout the US and Asia. Delivered whole building energy efficiency projects and programs to the client base, including facility assessment and solution identification. Solutions would include the owners expense would meet the ROI criteria, resolve comfort and operational issues, convert the owners facility to state of the art functionality. Company combinedthe most advanced optimization technology with retro-fits that made sense and added to the overall efficiency. Responsible for opening, staffing, and overseeing offices; Singapore. Responsible for the manufacturing facility in Beijing, China. Responsible for the development of and manufacture of building automation equipment. Responsible for development of a full line of building automation equipment for sale to existing customer base. Created a Project Management structure that removed the academics from the field and recruited technically-savvy building automation professionals for implementation of the technology. Grew revenues by over by re-vamping operations and improving communication with customers while uncovering lucrative new sales leads, attracting attention from major industry players across the U.S., Europe, and China. Enabled profitability for the first time since the Company's inception. Relieved turnover issues, created a Chief Technology Officer role and removed owner from the decision making process, immediately resolving all HR, banking, and sales & marketing issues and preventing staff from migrating away from the Company.

2002 to 2008 $72M distributor of industrial conveyor belting and custom hose assemblies.Charged with the direct task of either returning operations to profitability or liquidating the Company. Created a five-year strategic plan for profitability. Instituted term limits for the Board of Directors in order to add industry expertise for the CEO. Transitioned corporate culture from completely negative and combative to positive and mission-focused. Became active in industry channels through associational meetings and media advertising. Created a Marketing Services Department focused on creating value in a commodity selling environment. • Increased sales by 65% (from $38M to $63M) over a five-year period and grew stock price by over 200% (from $15.50 per share to $52.00 per share) by re-structuring the organization and transforming Company from default to profitability. • Grew retail sales from zero to $8M in five years with no capital dollars spent. Created a “retail business unit” for service of the “big box” retailers. • Delivered $6M+ in revenues at 50% gross margin by developing a “road milling belt” for the aftermarket group, capturing 30% market share in two years. • Saved $1M by reducing headcount from 240 to 135 in first six months. Reduced turnover by over 85% (from 24% to 3%) by instituting an intense job training program for craft positions.

$250M distributor of rolling element bearings and power transmission equipment. Executive Vice President & Chief Operating Officer Transitioned Company from an individual owner with sole decision-making responsibility to a staff-supported organization poised for explosive growth. Created a cross-functional team consisting of supply chain management, HR, General Counsel, CFO and sales & marketing functions during the first six months. Worked to improve gross margins through vendor consolidation and negotiations. Created a vendor rebate structure based on volume purchases. • Grew business from $200M to $250M in two years and improved gross margins by over 10% (from 27% to 30%) by creating a strategic collaboration between the sales, planning and engineering groups that engaged beyond purchasing. • Increased market share across a five-state region by 4% in two years.

Managed the aftermarket division of the Company with responsibility for 19 salesmen, five field engineering specialists, three manufacturing plants and a small administration staff in the corporate office. Held responsibility for the three major players in the industrial aftermarket: Motion Industries, Applied Industrial Technologies, and Kaman Industrial Technologies, together representing $400M of the division’s $1B in annual revenues. Initiated a “distributor counsel” to determine what Company could improve upon to further business relationships with major customers. • Drove revenues by 17% (from $390M to $460M) by executing upon numerous successful efforts with largest customers across the steel, pulp & paper and underground mining verticals. • Delivered $48M in new revenues (a 65% increase from $72M to $120M) to the division over three years with a single customer by improving relationships at all corporate levels and positioning Company in the preferred status for equipment replacement requisitions. • Grew market share of “large bore” by 8% annually (steel $1M to $5M, mining $2.5M to $7.5M, and pulp & paper $5M to $15M) by collaborating with end users regarding scheduled maintenance downtime and product availability.