… I can help take your company to the next level.

If you need an executive with the vision to create a dynamic organization based on proven ability…

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My Name is Dave Rowland and I offer…

• Diverse background with Fortune 500 companies: Caterpillar Inc., Ford Fiat New Holland, & Brunswick Corporation.

• Extensive P & L experience: Directed two successful turnarounds.

• 15+ years of progressive executive level responsibilities, including 10 years of managing international operations.

• Directed multi-site, integrated manufacturing operations of highly engineered products and controlled budgets up to $500 million.

• Certified Champion of Lean Six Sigma and the 4 Disciplines of Execution.

• B.S. in Management and Business Administration from the Kelley School of Business, Indiana University. Continued studies in finance, accounting, economics, and marketing.

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I Bring Three Key Strengths To The Table….

• Bottom line results through strong leadership.

• Process controls to operations using Lean Six Sigma, Toyota Production System, and ISO principles.

• Executable business strategies.

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Examples of my knowledge, skills and abilities using actual situations I have faced throughout my career, include:

1. Supply Chain

2. Process Capabilities (Lean Six Sigma)

3. Change Turnaround Management

4. Strategic Vision (Global Capabilities)

5. Executive Leadership

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Supply Chain New Holland N.V.

Situation

• The joint venture between Fiat, Ford and New Holland was in its first year.

• Needed to consolidate suppliers and distribution networks to take advantage of synergies and leverage the cost structure.

Action

• Applied lean six sigma tools such as SIPOC charts, value stream maps and spaghetti diagrams to evaluate logistics channels.

• Separated the 6,000 + suppliers into commodities and location.

• Audited all suppliers based upon risk, quality, pricing and delivery performance.

Result

• Consolidated all ocean freight into a single carrier using a long term agreement.

• Reduced the number of over-the-road carriers to 3, separated by geographic regions and service levels.

• Reduced the supply base from more than 6,000 to less than 1,700 suppliers.

• Improved on-time delivery performance 10% and reduced costs 13%. 5

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Process Capabilities (Lean Six Sigma)Mercury Marine

Situation

• Prior to 2007, the lean six sigma program was achieving:

• Less than $2 million in annual LSS savings.

• Averaged 160 days to complete a DMAIC project.

• Averaged less than 0.6 completed projects per Black Belt, per year.

Action

• Used lean six sigma tools (SIPOC, voice of the customer, value stream mapping, etc) to create a future state.

• Established Executive Committee, chaired by Director of Operations, to oversee the program.

• Integrated Black Belts into operating departments.

• Established clear and measurable goals.

Result

• In 2008,the lean six sigma program achieved:

• $8 million in annual cost savings. 400% improvement.

• Averaged 123 days to complete a DMAIC project. 24% improvement.

• Averaged 2.4 completed projects per Black Belt, per year. 300% improvement.

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Change / Turnaround ManagementMercury Marine Ltd., Canada

Situation

• Brunswick, the parent company, was investigating the possibility of shutting down all Canadian operations.

• Cost structure was not aligned with revenues.

• Quality of service was poor.

• Leasing program was losing money.

Result

• Returned to profitability within the first year.

• Decision was made to keep Mercury Marine Ltd., and integrate all of Brunswick’s finance and treasury functions under the control of Mercury Marine Ltd..

• Earned President’s Award

Action

• Sold 550,000 sq. ft building and leased a 65,000 sq. ft building.

• Reduced 8 service training centers to 2.

• Reduced staff from 122 to 44.

• Implemented LSS and ISO9000 principles.

• Introduced internet sales channel for the backend of the leasing program.

Strategic Vision (Global Capabilities)Mercury Marine

Situation

• No global procurement capabilities at Mercury Marine.

• Two purchasing locations in NA, only 2 Buyers with international experience, and no global expertise in Supplier Quality Assurance.

• Minimal international logistics experience with in-bound freight and duty practices.

Action

• Hired 2 international Procurement Agents and 1 Supplier Quality Assurance Manager.

• Consulted senior managers to align identified needs with business strategy.

• Mapped the global supply base, identified capabilities and risk for each targeted supplier.

• Recommended Asia & Central Europe as our primary targets.

Result

• Implemented $16 million in annual cost savings within the first six months resourcing castings, hydraulic cylinders, and engine fuel components.

• Established local sourcing offices in S. Korea, Poland, Italy, and Mexico.

• Within 2½ years, balanced global sourcing pattern from 14% to 43% at annual savings of more than $60 million.

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Executive LeadershipMotorGuide Marine

Situation

• MotorGuide had lost $15 million.

• Market share slipped from above 50% to less than 25%,

• R&D expenses were consuming 9% of total revenue due to recent entry into marine electronics market.

Action

• Stabilized cash flow: collected accounts receivables, reduced inventories, and renegotiated pricing.

• Consolidated manufacturing and distribution centers.

• Dropped marine electronics lines.

• Opened new sales channels and filled product “white spaces”.

Result

• Company rebranded as the pro-fisherman’s choice.

• Became a global product line with sales in Asia, Europe, Canada, and Latin America.

• Broke-even financially the first year and made a 6% EBITDA the next year.

• Achieved a 41% market share and became the world’s #2 brand.

• Earned President’s Award

• Open, fact based, and results oriented.

• Forceful and decisive leader oriented toward results.

• Provide clearly defined goals to generate focus on accomplishing a stated and transparent purpose.

• Unafraid to completely overhaul an organization if necessary.

• Enjoy lively debates that cut to the core of a situation.

My Management Style……

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• Prefer to think-act-think in my approach to problem solving.

• Strategic thinker, looking beyond what is known and understanding how things are related to possibilities.

• Critical and demanding of myself, set high standards, and I am not easily deterred.

• Skilled at analysis, seeing differences and creating well thought-out plans. I seek efficiency.

• My energy is directed toward necessary change and the development of strategies.

How Do I Approach Things ……

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Executive Intelligence…

• Honed my team building, listening, conversation and interpersonal skills with customers, global vendors, legislators, and diverse workforces across North America, Europe, Asia, and Latin America.

• Convincing oral and written communicator who prepares and delivers concise reports and presentations to all levels.

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• Able to judge myself and adapt my behavior accordingly to accomplish tasks, working with and through other people.

My Career Goals ……

• To apply my knowledge, skills and abilities in an executive level role of a multi-faceted, integrated manufacturing or manufacturing service based organization.

• Working for a progressive company that is excited about what they are doing, sets high expectations, and has a global reach.

• I am targeting the consumer goods, industrial, and durable goods product sectors, as my skills are directly transferable.

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Recognition & Awards…

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President’s Award; Mercury Marine 2001

Field & Stream “Best of the Best” Award; MotorGuide 2006

Cabela’s “Award of Excellence”; MotorGuide 2006

President’s Award; Mercury Marine 2007

JD Powers Award; Mercury Marine 2007

Brunswick Safety Award; Mercury Marine 2008

“Volunteer of the Year”; Family & Children Services 2009

Enclosed is a copy of my resume.

Thank you for your time and consideration.

I look forward to speaking with you about career opportunities.

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David Rowland8448 S. 69th East Ave.

Tulsa, OK 74133Phone: 918.688.6623

Email: rowlandda1@gmail.com