Expert in Business Operations, Strategy and Planning. Very knowledgeable in manufacturing and technology and web-based services. Senior Supply Chain Operations/Engineering/Product Development Leader “Insightful actions, keenly executed . . . Results Delivered” Customer Focused. . . Problem Solver. . . Team Builder. . . Business savvy global leader with deep engineering and manufacturing expertise who is accomplished at delivering complex electro-mechanical products across multiple industries. An inclusive global leader and collaborator with highly effective listening, change management, and relationship building skills. Experience spans full product life cycle and value chain. BSME ▪ MSME ▪ MBA ▪ LSSBB REMOTEC, Inc.; Clinton, TN 2010 – 2011 Company: $40M (subsidiary of Northrop Grumman Corp.) Manufacturer of hazardous duty robotic ground vehicles and radio control systems for Military, EOD, First Responders, and Law Enforcement Agencies worldwide. Business characterized by a long sales cycle driven by government funding approvals and operated as build/procure to order with long lead times. Chief Operations Officer (COO) Engaged by the President to spearhead critical turnaround assignment to bridge functional silos, drive business process improvements in on time delivery, new product introductions, build accountability, and instill a program management culture. Assumed P&L accountability and directed day to day operations providing leadership to a team of 60 managers and associates with responsibility for Product Management, Manufacturing, Purchasing, Materials, Quality (ISO 9001), Accounting, Contracts, IT, EH&S, HR, and Facilities. Tracked KPI’s, addressing issues; prepared monthly management reports; spearheaded employee engagement initiative and proposal activity. • Enabled a critical revenue stream by expediting resolution of technical and supplier start-up issues on $11M Air Force contract; mobilized and prioritized resources; imparted a sense of urgency by being visible on the production floor. • Initiated “silo busting” by implementing collaborative planning and a product manager to align new product program across engineering, operations, service, and sales/marketing. • Diagnosed and charted path for product delivery improvement by engaging key stakeholders and analyzing data; orchestrated execution and accountability through daily meetings, focusing the team on communication, problem resolution, material availability, and cycle time. LEXMARK INTERNATIONAL; Lexington, KY 1998 – 2009 Company: $4B publicly held global developer & manufacturer of business laser and consumer ink jet printing products and managed print services. Roles were in the business products division during a period where we transformed from an in-house manufacturing model to an Asian contract manufacturing platform coupled with an unprecedented expansion of our product offerings which were refreshed on a 1.5 to 2 year cycle. Senior Manager, Manufacturing Services (2001-2009) Promoted twice with expanded role overseeing manufacturing plant, process, and systems; regional New Product Introduction; OEM Product Engineering; Supply Chain cost tracking and strategic planning. Managed a multi-disciplined team (3 managers/ 29 staff with $15M annual budget) and 200 employee plant, providing a range of services to global manufacturing operations. Member of the Worldwide Supply Chain Leadership Team and contributor to numerous strategic initiatives. • Oversaw daily execution of a build to order plant (200 employees, warehouse, production, distribution, refurbishment, VMI) in Mexico with full accountability for cost (P&L), quality, and delivery of >$150M/year. Achieved lead times of < 5 days and inventory accuracy of >99.7%. • Enhanced the customer experience for $40M OEM by reducing product/warranty problems 90%. • Advanced manufacturing productivity 25%, quality 82%, and cycle time 65%, via continuous improvement methods, while doubling SKU’s shipped to 700. • Improved responsiveness to large orders by process redesign enabling flexible capacity. • Spearheaded actualization of a proprietary web-based manufacturing system enabling real time visibility into our global contract manufacturers and servicers; we delivered this $5M program, using agile methods, establishing process controls and product traceability at 60 sites. • Planned/Managed $1.7M plant transformation in Mexico to materialize late personalization strategy. Leveraging demand flow we overhauled all processes and systems; restructured contracts; consolidated fragmented US operations; enabled direct customer distribution. • Tapped to revamp US supply chain supporting shift to an Asian manufacturing strategy; performed strategic analysis, network optimization; devised plans to save $3M over 3 years. Program Manager, New Product Introduction (1998 to 2001) • Selected to lead a team tasked with defining a product release process supporting a strategic shift to an Asian sourcing strategy. Solicited diverse inputs and established a process framework including capabilities map, partner selection criteria, risks, roles & responsibilities. • Led global cross functional team through a stage-gate process bringing a business laser printer family (>$300M/year in sales) from R&D to multi-site manufacturing launch in NA, EMEA, ANZ, and Brazil. Collaboratively planned and managed execution – design/test, sourcing, demand flow manufacturing process, volume transition, risk management, and decision making. SARGENT & GREENLEAF, Nicholasville, KY 1996 – 1998 Company: $25M privately held (ISO 9002) manufacturer of mechanical and electro-mechanical security products serving financial, government, and industrial sectors through an international network of distributors. Vice President, Engineering Reported to CEO; recruited to direct product development and sustaining engineering team of 14; electro-mechanical hardware/firmware; product testing and certification; tool design. Served as technical advisor to sales, distributor network, and at international trade shows. • Interacted with major bank to create a custom ATM lock solution, winning $2.2M bid. • Launched configurable electronic lock co-developed with a Swiss partner by overcoming technical hurdles, securing international approvals, resulting in initial sales of $330K. NORTHROP GRUMMAN NORDEN SYSTEMS, Norwalk, CT 1991- 1996 Company: $250M developer and manufacturer of radar and fire control systems serving military and civilian market. Originally unit of United Technologies sold to Westinghouse who was acquired by Northrop Grumman. Manager, Mechanical Engineering & Design Recruited amidst a turnaround to lead a team of 55+ engineers & designers/$12M budget; electronic packaging, mechanical/circuit card design, drafting, analysis, test, and production sustaining. Orchestrated constrained resources and budgets across multiple programs. Implemented CAD upgrades. • Planned, quoted, negotiated, and successfully executed multi-phased ($4.9M) production design of Joint-STARS radar; nine subsystems, 134 circuit boards, test sets, 1800 drawings. We delivered this $40M system by overcoming start-up issues through a collaborative team effort. • Contributed to business process improvements – integrated product development, cost estimating, proposal process, cost/schedule control, ISO 9000, engineering change reduction. GE ASTRO-SPACE, Princeton, NJ 1990- 1991 Company: $700M division manufacturer of satellite systems serving commercial and military markets. Staff Engineer, Thermal Systems • Team leader and cost account manager for thermal design on NASA Space Station. Authored system and component specifications, verification plans, capturing Award Fees. • Wrote design/analysis/estimating best practices as part of GE Workout initiative. LOCKHEED ELECTRONICS COMPANY, Plainfield, NJ 1984 – 1990 Company: $200M manufacturer of electronic warfare, signals intelligence, avionics, and radar systems. Supervisor, Mechanical Systems & Analysis Promoted twice to Supervisor/Staff Engineer. Managed 8 engineers performing antenna design, R&D, thermal/structural analysis, environmental testing. Member-Corporate Composites Task Force. Supported Business Development via capabilities briefings and proposal development. • Revived $1.1M R&D project delivering planar heat pipe technology and manufacturing processes; Enabled $1.5M power amplifier R&D contract; top scores from DOD reviewers. Invited to brief capabilities to the USAF, Army, NASA, and Lawrence Livermore Labs. • Resolved a “show stopper” B2 mission data entry unit random vibration problem fulfilling a $10M contract; minimized airframe impact. Interacted with customers – Boeing and Northrop. NAVAL AIR ENGINEERING CENTER, Lakehurst, NJ 1975-1984 • Promoted four times. Designed aircraft recovery equipment; managed $500K R&D portfolio for inspecting composite aircraft structures. Contracting Officers Technical Representative. Certifications: Project Management, Lean/DFSS, Lean/Six Sigma Black Belt, Professional Engineer Affiliations: American Society of Mechanical Engineers; Society of Manufacturing Engineers Publications: Several Technical Papers/Articles and Conference Presentations Selected Training: Change Management, Managing for Operational Excellence, Team Building, System Thinking

Mr. Wolf is a highly experienced (36+ years) professional with hands-on and management experience in a large number of financial disciplines in engineering, manufacturing, and headquarters environments: • Financial Reporting Systems - Designed and implemented several reporting systems including a budgeting and reporting system for the engineering organization which downloaded data from a Peoplesoft database and used Excel spreadsheets to create spending by dept and allocations to product lines. • Program Management Modeling – Collaborated with business managers to develop a reporting system for development programs, and tax reporting of R&D spending. • Cost Accounting – Developed and implemented a “Forward Cost Model” which allowed more accurate cost prediction. This report helped increase the new program success rate by over 30% • Financial Analysis - Analyzed product line operations for profit and made recommendations for improvements resulting in better return on investment. • Auditing - Performed internal operational audits and ISO9001 conformance audits. In a three month period, I set up procedures, trained personnel, and ensured that the plant was prepared for their successful ISO9001 certification, on the initial attempt. • General Accounting - Reduced preparation time by 50% and increased accuracy by 20% by systematizing general accounting reporting routines. • Business Standards – Managed the local Business Standards operation and provided advice and reporting for potential and real conflicts of interest and other business standard violations. • Human Resources – provided local benefit administration, recruitment, salary planning and other human resource activities for a plant of 50 employees. Business Experience US Army – Instructor 3 yrs. General Electric Co., Harris Corp, Intersil (successor companies) – 36 yrs. Specialist – Cost Accounting Internal Auditor Financial and Business Analyst Manager – Finance Manager – Finance & Human Resources Certifications BA in Economics – Rutgers Univ. General Electric Financial Management Program (MBA equivalent) Software Microsoft Office Products (Excel- high proficiency) Peoplesoft Financial and Human Resources modules Testimonials: • Collaborated with management and users to systematize the reporting requirements. Resulted in improved accuracy and decrease in preparation time from 50 to 25 hours per week. • Collaborated with 25 users located in 6 sites and the systems group to create an engineering financial reporting system using queries from the Peoplesoft financial database and Excel based reports. Resulted in reducing report generation from 4 to 1.5 days and usability by 50%. • Developed an ISO 9001 internal audit program which resulted in a 50% reduction of non-conformances by the ISO 9001 registrar. • Mentored finance employees in 2 other product lines which resulted in backup capability and standardization across the company and improved efficiency by 25%. • Developed a new product ROI reporting system which would support a new company metric by collaborating with the marketing organization and sales IT groups. The results were seen in a 20% increase in margin and an increase in the value provided by the finance group. • Developed, implemented and trained users in a new product development planning and reporting system which resulted in new program success rates increasing by 30%. • Designed and implemented an innovative forward cost model which resulted in a 30% increase in new product margin.

After my fifth year of working in corporate America, it was time to move on. I started my own company and over a period of 17 years grew it to 350 employees with a worldwide marketing footprint. Financing came through an SBA guaranteed loan, an angel investment, and a venture capital invesment. Sold the Company to an international financial firm as part of its strategic initiative. I have started four companies; some were great successes and others were failures. I play off of these experiences, and suggest to people that I got grey so they won't have to.

Government Contracting- All Branches of DOD including GSA International contracting NASA Apollo Program Airline Reservation Systems (Computerization)Worldwide Program Management - International/DOD/ commercial Computer Systems Software management/development Internationl

Career steel industry as well as experience in all aspects of building and running a small to midsize business. Specialize in advice related to engineering ,purchasing, sales, negotiations, and business plans and strategies.