Patrick E.

Clarke 7887 Valley View Road, Hudson, OH 44236 Office: (216) 392-4481; Home: (330) 463-5653; Fax: (330) 463-5390; Email: pcf3c2 50@westpost.net ________________________________________ Chief Executive Officer; Chief Operating Officer; Chairman of the Board; Executi ve Manager Turn Arounds; Mergers, Acquisitions and Divestitures; International and Domestic Operating Management, Dramatic Sales Increases; Cost Reduction; Profit & Loss, Quality and On Time Improvements; Multi-Industry Background. Executive Summary My career is a unique combination of acquiring companies that are experiencing d ifficult times and incurring substantial losses, then quickly turning those and other organizations around to profitability, while sometimes divesting pieces of these business to put them on solid financial ground, and fi nally operating these businesses at their record levels. The background I retain cuts across such diverse industries and products as foun dry/machining centers, specialty vehicle manufacturing, construction equipment, packaging systems, offi ce furniture, material handling equipment, electric motors and controls, water and sewage pumps, manufactured ho using parts, and high tech diagnostic instruments. Professional Experience Lionheart Consulting LLC Managing Director Lionheart Consulting is a boutique consulting company doing Turnarounds, Acquisi tion Analysis, Merger Feasibilities, Debt Restructuring, and Interim Management. The Consulting firm deals with the Major Banks and Equity Sponsors in Domestic and International Locations. Lionheart is also the Midwest Agent for other major consulting companies such as Trimingham and Angel Group. Clarke Casting, LP Cleveland, OH President, CEO, Principal Owner 2003 to 2006 Cleveland, OH 2006 to present

Clarke Casting is a foundry/machining group I purchased out of a New York Stock Exchange Bankruptcy. The companies had dwindled down to almost nothing when they were purchased. In two years the Canadian Company was the largest steel foundry in Canada, and the fourth largest independ ent steel foundry in North America. This all happened without a single dollar of additional equity. Key Responsibilities and Accomplishments

* Acquired two of the largest foundries in North America with very little equity capital. * Both the Canadian and Ohio companies increased yearly sales of about 700% in t wo years. * Monthly sales in 2003 were about $300,000 in each location. They are each now at $2 million per month. Both companies broke even after a year, and are now highly profitable. * The first casting group in the world to demand 1/3 down with every order. With over 500 customers we only lost one small customer in four years. Our cash flow improved dra matically. * Personally responsible for Marketing and Sales at first; then hired and traine d all new personnel, now the envy of the industry. Lionheart Industries, Inc. Chairman of the Board, CEO Cleveland, OH 1991 to 2002

Lionheart, a corporation I founded in 1991, began with one manufacturing facilit y. It is now a diversified foundry group with 11 business units across the nation. Sales this year will ap proach $80 million, producing castings in iron, steel, aluminum, bronze, investment and centrifugal castings. My venture capital partners and I acquired these companies to take advantage of my professional man agement in marketing, sales, and operations, in a highly fragmented industry. The major industries served are truck, auto, pump and valve, electric energy pro ducers, oil and gas, and specialty metals for commercial use. Approximately 15% to 20% is shipped overse as. Key Responsibilities and Accomplishments * Acquired 11 companies with minimum equity capital from my venture capital part ners and myself. * Attained major international markets for our flagship divisions. * Perfected a unique metal that allows us exclusive distributorship throughout t he industry. * Personally responsible for $20 million of sales each year. * Our divisions became significant players in the different industries we serve. Figgie International, Inc. Cleveland, OH 1984 to 1991 Corporate Officer and Group Vice President-Packaging and Material Handling Figgie was a $1.3 billion diversified Fortune 500 operating company serving cons umer, technical, industrial and service markets worldwide. The Packaging Group, under my leaders hip, manufactured high-speed bottling and canning systems, labelers, refrigeration equipment, milk -processing equipment and complete packaging systems for beverage, food, pharmaceutical and consumer p roducts. The Material Handling Group, under my leadership, manufactured conveyors, high-speed sortation equipment, airport baggage handling systems, and complete warehouse distribution installati ons worldwide.

Key Responsibilities and Accomplishments As Corporate Officer: * Increased the profitability of all nine group-operating organizations to 12%; sales were $250,000,000 With approximately 3,000 employees operating 11 domestic and 12 foreign faciliti es, ranging from 33% to 100% improvement. * Identified, negotiated and acquired several national and international compani es that met our strategic acquisition objectives. * Purchased companies in order to reduce competition and to build broad product lines that would in turn enable Figgie to install and service complete factories to customers wor ldwide, increasing sales over $150 million annually. * Built a cohesive group where the different divisions could share manufacturing facilities and develop a worldwide marketing and sales force that all could use. As President of Geo. J. Meyer Manufacturing, 1985 to 1986: * Brought this severely hemorrhaging organization into profitability after sever al years of dramatic losses. * Went from losing $1 million per month to breaking even in first year. * Reorganized the company to stop losses by slashing overhead costs and installi ng new marketing and manufacturing plans while regaining market share that had been on a ten year dec line. * Reduced operating expenses, particularly in the areas of material costs, labor costs and personnel. * Through acquisitions and improved sales management, sales doubled in approxima tely 18 months. * Acquired two losing companies that fit in with our operations, and in less tha n a year they were each profitable at the 10% to 15% pretax levels. * Achieved record profits two years running for this 90-year-old organization. As President and Chief Operating Officer of American LaFrance, 1984 to 1985: * Successfully ceased a three-year serious loss posture of this 150-year-old org anization that produces custom and commercial fire trucks, garbage trucks, rescue vehicles and ambu lances. It also provided regional service centers for maintenance, repair and refurbishment of fire trucks and fire apparatus. Reestablished profitability to the company in less than one year. * My team accomplished the turn around to the point of breaking even in ten mont hs and spent a net sum of $2 million, instead of the estimated three to five years and $15 million to break even. * Sold off $12 million in slow moving inventory at full price. * Moved entire facility to a non-union area and then sold off the remaining equi pment and facilities. * Designed new vehicles that could compete worldwide, and then trimmed overhead to maintain profits.

Other previous employment includes Senior Management Positions with: * Caterpillar Tractor Company * Allis-Chalmers Company * Philips Corporation Education My formal education includes a Masters of Business Administration, Summa cum Lau de, and an Undergraduate Double major; Bachelor of Science in Industrial Engineering and in Mechanical Engineering. The MBA was awarded from Minnesota State University, and the BS fr om Millikin University. I worked full time while attending each school.