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Max Sutherland's Global Value Proposition: Increased Revenue, Margins and Cash Flow

  1. Max Sutherland “Drive Growth through People and Asset Optimization” Global Strategy and Corporate Development Executive
  2. Value Proposition: Increased Revenue, Margins and Cash Flow What I bring to the table … • Passion for Corporate Development and Global Initiatives • Dedication to Innovation, Superior Quality, and Outstanding Customer Service • Executive and Project Leadership • Global Experience, Languages, and Insight • Diverse Industry (A&D, Auto, Ag, Mfg, FS) and Big 4 Consulting Experience • Extensive Strategy, Technology and Change Management Expertise • World-class Tools, Techniques and Methodologies • Excellent People and Communication Skills Opportunities… • Increased Business and Revenue Growth • Increased Cash Flow • Realized Returns on Investments • Measureable Excellence Results • Increased ROA • Increased Gross and Operating Margins • Decreased Margin Spread • Increased Market Share • Successful Program Implementations, On-time and within Budget • Enhanced Employee Knowledge, Skills and Technology Adoption / Utilization How I can do it… • Transformational Leadership and Communication • End-to-End Strategic Planning thru Tactical Execution • Business Intelligence Focus and Holistic KPI Accountability • Bridge Finance, Operations and Sales Functions • Current State Assessments, Gap Analysis; Future State Modeling; Roadmap Development • Practical Approach to Problem Solving and Bottleneck Elimination • Dynamic Change Management Program Development and Implementation What I can do… • Drive Strategic Top- and Bottom-line Initiatives, Mitigate Risk • Target, Assess and Develop New Revenue Generating Opportunities • Strategize and Execute Executive Vision • Strengthen Brand Internally and Externally • Create Cross-Functional Team Culture • Champion Change Internally and Externally to Drive Growth and Reduce Costs • Develop Sound Business Cases and Market Growth Strategies • Substantially Improve Operational, Financial and Asset Performance 2
  3. Global Experience 3
  4. Max 20201990 2000 2010 C O N S U L T I N G Credentials BA MBA 4 CE ANSERI
  5. Experience Linking Revenue Growth and Excellence Initiatives * Global Enterprise Excellence Centers of Excellence Mergers & Acquisitions Turnarounds •  Revenues •  Gross Margin •  Operating Margin •  EBITDA •  Excellence •  Margin Spread •  Revenues •  Efficiencies •  R&D Focus •  Market Share •  Customer Care •  Costs •  Efficiencies •  Best Practices •  Customer Care •  Redundancies •  Costs •  Headcount •  Productivity •  Efficiencies •  Financial Position •  Costs •  Cycle Times •  Process Errors People and process excellence are the foundations for realizing sustainable revenue growth * Detailed impacts provided on slides 9 and 10 5
  6. Expertise and Accomplishments Executive Management Financial Management Assembled and directed executive team, performing investment due diligence to resurrect manufacturing of iconic amphibious aircraft (Antilles Seaplanes, Anseri Aviation) Rescued multi-million dollar co- development initiative and restored executive relationships with SAP Germany (KPMG) Designed 4Cs Leadership Alignment Framework to drive change and mitigate risks (Solbourne) Grew $30m practice developing business internationally, point of contact for client issue resolution and contract disputes (KPMG) Managed 15 internal and external executives in various initiatives for three global businesses (Chase) Developed business relationships with Chinese consulate and executives (3i Global) Champion of change and numerous global change management programs (SunPower, Boart Longyear, Citicorp, Chase, KPMG, AT&T) 4Cs Leadership Alignment Drive Change, Mitigate Risk Developed financial plans and 10-year revenue forecasts for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global) Delivered 30% under budget launching consumer product in Europe and N. America (MaxWax) Negotiated multi million dollar solution development and revenue sharing with SAP Germany (KPMG) P&L responsibility to maintain 42% gross margin (Snickelways) Secured 76.5% of firm-wide allocated technology staff development budget (KPMG) Managed a $6 million budget for internal and external resources while leading 15 executives in various initiatives for three global businesses (Chase) Developed and delivered finance shared services policy compliance training (SunPower) Product Launch Costs Projected vs. Actual 30% under Budget Firm-wide Allocated Budget Secured and Managed 0% 50% 100% Projected Actual 76.5% 6
  7. Expertise and Accomplishments Operational Excellence __ _ __ Created a sales and product management Center of Excellence for three (3) global businesses, increasing account revenues 20% (Chase) Plateaued sales revenues reversed to realize 25% increases (American Furniture) Increased cash flow 300% by improving communications and client training, turning poor performing EMEA accounts into profitable key accounts (Citicorp) Reduced an average of more than 40% in processing cycle time through practical lean implementations and automation blueprint design (UPS, Chase, Bank of America, Chase Visa, Chase Home Mortgage, Citicorp) Restructured sales organization and service offerings for a nascent digital technology firm to compete in the Tier 1 consulting space, resulting in 10% increased business revenues (Snickelways Interactive, Inc.) Increased gross profits by more than 50% though Centers of Excellence and shared services (SunPower, Citicorp, Chase) Revenue Growth in $MM Plateaued Sales Increased 25% Center of Excellence Increased Gross Profits > 50% Designed SAP’s Customer Profitability solution to increase revenue growth opportunities and profit margins for the financial services industry (KPMG) Restructured global support systems and processes to drive increased revenues (company 37%, division 45%) and excellence performance (trend 18%, margin spread 5%) (Boart Longyear) Improved asset performance by optimizing capital utilization, reducing fixed costs by $1.3 million (Pearson) Designed business model with integrated audit controls to ensure compliance, reduce costs and improve asset management (Chase, Bank of America) Restructured global account and service management organizations to improve client relationships and reduce exception processing by 90% (Citicorp) Designed a Center of Excellence procurement model to reduce costs by ~$27m (NPV), increasing gross and operating margins (Georgia-Pacific) Revenues in $000 Revenues Increased 37% Excellence Indicators Excellence Trend Increased 18% 0 20 40 60 '00 '02 '04 '06 Savings 0 10 20 30 Revenues - 1,000,000 2,000,000 3,000,000 '06 '07 '08 '09 '10 '11 Net Sales 0.00% 20.00% 40.00% 60.00% '06 '07 '08 '09 '10 '11 Margin Spread Excellence Trend 7
  8. Expertise and Accomplishments Strategic Planning Tactical Execution Resource strategy for $20 billion manufacturing company’s sourcing organization, with expected savings ~$28 million NPV (Georgia-Pacific) $400 million products division’s global Oracle ERP Order to Cash staff enablement and execution strategy for on-time Go-Live (Boart Longyear) Business planning for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global) Strategic go-to-market plan to launch a global luxury product with 10-year revenue forecasts of $200 million (3i Global) Product innovation concept, market research, design, development, marketing and distribution to drive incremental revenue growth (Brown-Forman, MaxWax) Business development strategy for the $800 million Latin American market, capturing 15% market share (KPMG) Consumer advocacy strategy to increase revenues minimum 20% for global products portfolio (Nestlé) New Product Planning 10-Year Revenue Forecasts Totaling $200m $800m Latin American Market First-Mover $120m Market Share Opportunity Implementation of standardized account management and A/R policies, increasing cash flow 300% (Citicorp) Global rollout of sales certification program, 95% certified < 6mos., revenue increased 20% (Chase) Rollout of Oracle ERP training programs: design, development and delivery in the US, Canada and the Philippines for on-time Go-Live dates (Boart Longyear, SunPower) Systems conversion change program developed and delivered in 1/10 budgeted time (AT&T) Product development, marketing and distribution throughout Europe and North America 30% under budget (MaxWax) Planned and executed merger of two international business units, saving $8-9 million in hard costs (Citicorp) Developed Change programs to impact culture, skills, and knowledge transfer for ERP implementations (SunPower, RTD, Boart Longyear, DJJ, UPS, Chase, UBS, Citicorp, AT&T) New AR Policy Implementations Cash Flow Increased 300% Merger Business A Business B $8-9m Realized Synergies 1 2 3 4 5 6 7 8 9 10 15% 0% 50% 100% <30 Days 90+ Days Cash Flow 8
  9. Major Strategic Excellence Initiatives Situation Actions Results Boart Longyear: Disparate operating model with regional support systems and regionally managed logistic processes Objective: Global Enterprise of Excellence • Consistently communicated a unified global business message • Implemented single ERP platform globally for sales, production and support functions • Restructured supply chain, logistics and “availability-to-promise” processes • Designed and delivered dynamic, comprehensive change program for 40+ countries • Revenues: Company 37%, Prod Division 45% • Gross Margin 11% • Operating Margin 40% • EBITDA 60% • Enterprise Excellence 18% • Margin Spread 5% Georgia-Pacific: Redundant sourcing processes that both detracted from management focus on production and increased raw material costs (lack of price negotiation leverage) Objective: Center of Excellence, Supply Chain Sourcing • Assessed multiple site processes and technologies • Addressed gaps and issues • Presented Center of Excellence design and business case for SRM solution implementation • Developed and delivered sourcing tools to realize production benefits • Centrally-led Center of Excellence model • Operating cost $27m (NPV) • Materials and equipment price negotiation leverage  Chase: Flat-lined revenues year- over-year Objective: Center of Excellence, Sales and Product Management R&D • Analyzed global sales patterns, created assessment processes to determine root causes • Developed and delivered sales approach and product certification program globally • Dedicated Professional Development team for Sales and Product Management R&D for 3 global businesses • Payment Products revenues 20% • 95% global sales force portfolio-certified within 6 mos. • Product R&D success 130% by partnering with client base 9
  10. Major Strategic Excellence Initiatives Situation Actions Results Citicorp Global Payment Products: M&A integration of international payment product business units Objective: Center of Excellence, Processing and Customer Care • Assessed people, processes and technologies, financial and global customer impacts, international logistics and vendor management • Presented feasibility studies and detailed integration and communication plans • Standardized and streamlined operations, leveraging Kaizen philosophy • Developed and delivered training programs to new hires, existing employees and international customer base • Onshored > 75% of acquired business • Operating costs $8 – 9m (~35% of revenues) • Standards for customer care and account management  • Headcount 30+% SunPower: Disparate regional finance and HR organizations Objective: Global Shared Services, Finance and HR • Developed communication and change plans and materials for global offshore shared services center for finance and HR functions • Delivered change program, implementing best practices, controls and compliance requirements • Labor cost 50+% • Governance and compliance  Ford: Excessive complexity of SKUs hinder profit growth Objective: Lean Manufacturing, Inventory Rationalization • Assessment of product complexity drivers and impacts on downstream costs • Deep analysis and segmentation of high- performing SKUs vs. low-performing SKUs • Development of a qualitative and quantitative SKU scorecard to determine rationalization opportunities • Manufacturing and inventory costs 35+% • Product lifecycle management  10
  11. Max Sutherland, an action-driven corporate strategy and development executive, brings more than 25 years of global growth thru people and asset performance improvement experience to the table. Max focuses on end-to-end strategic planning, tactical execution and change management expertise to optimize top- and bottom-line financials, and became a marketing and excellence advisor to project teams in KPMG Consulting’s R&D group. In addition, Max has over 20 years of leadership experience driving and executing corporate strategy and business development efforts in Latin America, North America, Europe, and Asia. Max restructured sales organizations, addressing branding issues and customer/advocacy strategies, and realigned service offerings to meet customer needs and market trends. He also developed business models to drive incremental growth; developed performance metric tools that drove 25% increase in business revenues; and rolled out a global certification program that resulted in 20% average increased revenues per client. As with all successful executives, Max has been a leader of change throughout his career and a strong advocate of staff development and client/customer involvement to implement strategic initiatives to accomplish business goals. His ability to build energized teams is evidenced by his change management expertise, developing long-term internal and external relationships, gaining stakeholder buy-in, and resolving critical and complex issues. Furthermore, Max’s enterprise-wide acumen and attention to detail when analyzing investment opportunities have saved investors in excess of $40-80 million. His extensive experience spans six (6) continents, diverse cultures and multiple industries, providing insights and best practices to broad business challenges. Max earned his Bachelor’s degree in Economics and Political Science from Indiana University, an MBA from Duke University in 2004, and speaks German, French and Italian from frequent living and working in Europe and managing EMEA accounts. connecting revenue growth to cost-saving initiatives to consistently exceed expectations. His career is solidly grounded in driving revenue growth through excellence with early wins that include a Fortune 50 M&A integration, optimization of resources and supply chain processes, and restructuring of global account management and service management organizations, turning poor performing accounts into profitable key accounts. These highly visible initiatives created a global Center of Excellence, saving more than $8 million in annual operating costs and increasing cash flow by more than 300%. He is also credited with optimizing infrastructures, lowering operating costs and time through lean process implementations and improving customer service that significantly improved revenue generation and overall performance. Max also played a key role in architecting a CRM customer profitability solution to drive additional revenues by harnessing holistic customer data and market trends. He successfully negotiated the multi-million dollar development and revenue sharing terms with SAP Germany to seal the deal 11
  12. Contact Information Max Sutherland 914-374-1250 Twitter @maxsutherland LinkedIn Profile