Business Strategy

1. Surviving 2009 to Thrive in 2010 T.D. Decker Decker Holdings (630) 776-7681 [email_address]

22. 80/20 View A Process for Improving Performance

23. 80/20 Rule RESULTS # OF ITEMS 80% 80% 20% 20%

24. 80/20 Data

25. 80/20 Strategy Focus Work on 80% Reduce Work on 20% Separate 80 from 20 Simplify Everything

27. With Peanut Butter Allocations All Business Looks Good

28. Some Business May Not Be So Good

31. 80/20 Strategy Focus Work on 80% Reduce Work on 20% Separate 80 from 20 Simplify Everything

34. What is PLS? Product Line Simplification A systematic approach to defining and streamlining your product and service offerings.

37. Customer / Product or Services # PRODUCTS HIGH $ VOLUME LOW $ VOLUME 80% 20% # CUSTOMERS LOW $ VOLUME HIGH $ VOLUME 20% 80% A A Fort 64% revenue 25% costs 200% profits High Volume Customers High Volume Products A B Necessary Evil 16% revenue 25% costs Break-even profits High Volume Customers Low Volume Products BB Get Rid Of 4% revenue 25% costs 25% loss Low Volume Customers Low Volume Products B A Could Be Better 16% revenue 25% costs 5% profits Low Volume Customers High Volume Products

42. Prioritizing Strategic Initiatives

43. Prioritize Initiatives + Jewels Insure you execute High Hards Can only afford a couple ROI - Low Hanging Fruit Eliminate - + Cost / Effort / Time

44. People

45. Evaluating Teammates Values / + Team Players Star Players Behavior - Problem Children Hired Guns - + Performance / Results

46. Evaluating Teammates Values / + Rudy Peyton Manning Behavior - Ryan Leaf Dennis Rodman - + Performance / Results

47. Coaching Techniques Values / + Refocus Train Redeploy Encourage Mentor Train Promote Behavior - Confront Fire Confront Contain Counsel Fire - + Performance / Results

54. Questions?

55. T.D. Decker T.D. Decker is a Turnaround President with a 28 year track record as an organization builder, change agent and coach. He has been the President of a seasonal distribution company, a $3B hedge fund, an electronics firm and an automotive supplier. He is an expert in quickly developing and executing plans that shrink to profitability, restore EBIT, preserve capital and prepare companies for growth and sale. He has a diverse background in industrial, consumer goods, technology, financial services, private equity, venture capital, life science, education, non-profits and the military with experience in start-ups, emerging growth and turnaround situations. He is a decisive leader that is willing to make tough, values based decisions that are good for all stakeholders. He also has a history of developing leaders and teams while improving the culture of the organization, customer satisfaction, business results and shareholder value. T.D. recently was President of Aquascape, the world leader in the water garden industry. There he led the turnaround of an unprofitable, seasonal distribution, product development and training company. He improved EBITDA from a loss of ($1M) to $2M while sales declined from $60M to $48M by compelling stakeholders to shrink to profitability and cut costs 30% while repositioning the company for future growth. Prior to that, he was President of Ritchie Capital Management, $3 billion hedge fund with 20 portfolios in private equity, venture capital, venture lending, distressed debt, real estate, energy, insurance and trading. The firm had over 200 employees with offices in Geneva, Chicago, New York City, London, Bermuda, Hong Kong and Menlo Park. The firm was unprofitable and losing investors due to $180M energy loss, SEC investigation, high coast structure and investor lawsuits. There he initiated a reorganization plan to sell assets and reduce costs to ensure viability and provide liquidity to redeeming investors. He also recruited a new legal defense team that settled the 2003 mutual fund late trading case with the SEC for $40M. He was also an investor with Fox River Financial Resources, the family office of Joe Ritchie that invests in private equity, venture capital, real estate, water, energy and black box trading. There he coached company presidents and management teams how to turnaround their business and preserve capital. He also sourced and evaluated investment opportunities while leveraging his operating experience and personal network. As President of Telemotive Industrial Controls, he led the turnaround of the unprofitable electronics company on the verge of going out of business. As sales declined 25% he cut costs 40% and doubled shareholder value with the sale to its former largest customer, Magnetek (NYSE: MAG). As President of ShapedWire, a 2nd generation family owned automotive, medical and packaging supplier, he led the turnaround, transforming the company into a world class market leader and quadrupled shareholder value with the sale to Leggett & Platt (NYSE: LEG). T.D. was Marketing Manager for United Technologies Fuel Cells business charged with commercializing the emerging technology. He was the acting CFO and turnaround consultant for Berger Industries, an $80 million troubled steel company. He was also a Principal for DHC Holdings, an investor group formed to purchase and operate major manufacturing companies. In the early 90’s, he helped market Job Bank USA, a computerized resume database service. As Director of Administration and Executive Assistant to the CEO for Great Lakes Carbon, a $450 million multinational manufacturer, he assisted in the turnaround and sale of two of the three SBUs. He served as an officer in the U.S. Army from 1981 to 1986 as a football coach at West Point, a helicopter pilot in military operations in Grenada and the youngest staff officer for the 82nd Airborne Division. He led the turnaround of a failing unit and within four months received the highest rating in 15 years. He helped organize Pete Dawkins' run for U.S. Senate, the 1988 Republican National Convention, George Bush's Presidential and Dan Quayle's Vice Presidential Debates, and the 1991 Desert Storm Homecoming Celebration in Washington, D.C. He has served on over 25 for profit and non-profit boards and is currently on the boards of Wheaton Academy, A Christian Ministry in the National Parks and Camcraft. He is also active in YPO. T.D. earned a BS in engineering from the United States Military Academy at West Point in 1981 and was a quarterback on the Army football team. He received an MBA from Duke University in 1988 and was president of his class.