DENNIS J.

GUNSON
Cell (216) 832-8397 Gunson41@comcast.net

SENIOR OPERATING EXECUTIVE

Innovative thinker with broad based expertise in operations, finance, marketing, sales and business development. Proven ability to quickly analyze key business drivers and develop strategies to grow revenue and earnings. Turnaround expertise with broad global experience known to create successful outcomes in complex situations with a tenacious commitment to driving earnings growth. Leading Change Starting Global Operations Restructuring Impaired Balance Sheets Redesigning Business Practices Forming Strategic Alliances Preparing businesses for a liquidity event Developing New Businesses Growing Earnings Communicating with Directors

For fun: Competitive triathlete EXECUTIVE HIGHLIGHTS

Built a solid track record of leading turnarounds, leveraging internal capability and leveraging organic growth
Business Leader -- Over 10 years as the CEO of two middle-market companies, Atlantic Extrusions and Rutland Plastic Technologies Global Diversification -- Started a joint venture in India with Dhaval Chemical Company, and held positions at the operating and board level of two other global joint ventures, in France with Total and in Japan with Nippon Zeon. Corporate Financing: Restructured balance sheets; drove the sale and lease back of real estate, restructured trade debt while continuing to keep operation supplied; improved leverage ratio from 5:1 down to 1.5:1. Earnings Growth: Improved EBITDA at Rutland Plastic Technologies 300% in a 5 year period through a combination of new product introduction, market share growth, organic sales growth and internal restructuring. Mergers and Acquisitions: Drove the acquisition and integration of two competitors of Rutland Plastic Extrusions; Union Ink Company and the QCM Company.

Rutland Plastic Technologies, Pineville, North Carolina

CEO and member of the Board of Directors
o o o o o o

2005-2011

Full company responsibility for a $70+ million protective coatings and textile ink manufacturer Increased EBITDA 300% in a 5+ year period. Reduced debt by 50%. Improved total debt to EBITDA from 5 to 1 to 1.5 to 1. Built what is arguably the largest textile embellishment ink company in the world. Acquired and integrated 2 competitors Started an India based manufacturing operation through a joint venture with a new to the company partner Restructured entire company, operations, supply chain, IT, marketing, resulting in a strengthening of the balance sheet

ConectX Partners

20042005

Restructuring Growth Consultant:

Restructured a $100 million color plastics compound division of PolyOne Corporation. Improved operating earnings from a loss to a gain of ~ $8 million through top line growth. Eliminated over $1.5 million in working capital, restructured the business units and developed a strategic platform for growth.

Atlantic Extrusions, Salem MA

20012004

President and CEO, Atlantic Extrusions.

o Full Company and balance sheet responsibility for a $25 million profile extrusion and extruded netting products company. Manufacturing operations with 25 production lines and a 24-7 non-union operation. Sales and marketing with direct reps, distributors, agents, and representatives. Organization of 125 people. Private Equity owned. Restructured balance sheet with secured lenders, equity, subordinated debt and the trade. Developed credit facility alternatives. Acquired new business and integrated accordingly Divested non-performing operation Increased sales in remaining profitable operations by 25% in 24 months Introduced lean manufacturing, reduced costs 20%-30%, installed accountability and metrics

o o o o o

Outsourced critical freight management and human resources functions without incident and with significant savings

BFGoodrich, Cleveland OH

1988 2001

General Manager, 5 independent business units: Responsible for sales-marketing-customer service, technical
support of business units with a combined $250 mm in sales, 100+ people. Businesses serviced the building and construction, packaging, electronics, durable goods, fibers industries. Improved performance 25% in 2 years Global General Manager, operating division. Responsibility for three plastics / chemical manufacturing plants, P&L, sales, marketing and technology. A Japanese and French subsidiary. Grew the business from $8 to $25 million. Supply Chain Director. Introduced the supply chain concept, and lead the Integration of purchasing, planning, customer support, transportation and warehousing for a $500mm group of global businesses. Captured savings of $30 million or 15%. Managed the P&L, Sales and Marketing, Strategic Planning functions of several businesses, ranging from $3 mm, to $350 mm Past elected Chairman of the Board of Directors of a Paris based Joint Venture Former leader of an Asian technology partnership Developed a European Joint Venture Hands on experience with acquisitions, divestitures and successful acquisition integration Experienced with balance sheet restructuring, including trade, equity, sub-dept, and secured lender work-out.

Dow Chemical, Midland MI

1979 -- 1988

Held several entry level and early management positions in technology, sales, marketing and distribution management.

Education
Harvard University, Cambridge MA,
Certificate of Special Studies in Advanced Administration and Management. Focus on General Management, Finance, Marketing and Human Resources.

University of Massachusetts, Lowell MA, Bachelor of Science Degree, Plastics Engineering. Concentration in materials science and plastics processing technology. SPI Scholarship recipient, undergraduate instructor.

Highlights
Select examples of actions taken to improve businesses (Rutland Plastic Technologies and Atlantic Extrusions)
Restructured several million dollars in trade obligations with 50+ vendors into notes and forgiveness. Avoided court action Worked with secured lender(s) to develop a new amortization schedule and secured payment holidays necessary to improve the liquidity profile of the Company Developed credit facility for an alternative working capital / revolving line Acquired a competitor and integrated management, working capital, systems platform and management. Started an India based joint venture with full operations, manufacturing, sales, distribution Acquired a start-up company, integrated, and released new products to the marketplace. Success with Kroger, Dollar Tree and Albertsons Outsourced Human Resources by participating with a PEO firm. Reduced administration and benefit costs by 20% Outsourced freight management and reduced expenses by 30% Implemented many Lean Manufacturing techniques Impacted a Companys three businesses by: o Changing focus and product offerings in the Companys largest and most profitable product line resulting in organic growth of 30% in 18 months. o Reducing the variable costs of a business by 35%, turning the business from gross margin of 15% to 35+% while negotiating new supply contracts and long term customer contracts. Reduced days sales outstanding to 18+/- days.

Select examples of actions taken to improve businesses at BFGoodrich (now Lubrizol)

Successfully developed and completed a North American joint venture for a $25 million operating division Improved profitability of polyurethanes division by 25% through product rationalization, organic growth and focused manufacturing Successfully integrated an $10 million electronics packaging materials acquisition into the company Developed market penetration program with top 5 largest home builders in the US resulting in 20% growth in hot water piping systems Drove a start-up business and grew the business from $3 million to $9 million in ~24 months Grew a plastics business based on new technology from $8 to $25 million in three years, and improved profitability from a $7 million loss to modest profitability. Built a green field, state-of-the art monomer cracking manufacturing operation in Kentucky. Developed and implemented the Supply Chain model to integrate a $150 million materials and $100 million capex spend into a fully configured and integrated global materials management resulting in cost savings of $15-$30 million. Developed the strategy and managed the P&L of a $350 mm custom extrusion profile compounds business with 250 products and greater than 2,500 customers leading to significant organic growth and profit improvement but product consolidation Restructured the strategy for a $140 million wire and cable PVC resin and compounds business and turned it around from losing $5-10 million a year to earning $10+/- million by focusing on asset utilization and completely changing 50% of the product offering and 30% of the customers Developed a European joint venture with Norsk Hydro, for the purpose of manufacturing and selling plastic compounds to the business equipment industry. Hired the staff, developed the strategy and implemented.