Patrick E. Clarke Office: 216-392-4481 Email: pc118c15e@westpost.

net POSITION: C-Level Executive - Manufacturing Sector CAREER SYNOPSIS: Proactive, solutions-driven transformational leader who continually strives for improvement of business processes and people performance to ensure a company mee ts its revenue and profitability goals. Unique blend of Operations Management a nd Turnaround Consulting across diverse business environments with proven succes s in driving BUSINESS EFFICIENCY, REVENUE GROWTH and COST EFFECTIVENESS. PIVOTAL SKILLS: Strategic Planning, P&L Performance, Key Operating Indicators, Continues Improve ment, M&A / Divestiture, Structuring of Revenue-Generating Partnerships, New Pro duct Development/Launch, Customer Service, Sales & Marketing, Crisis Management, Team Leadership, Executive/Board Communications. LEADERSHIP BRAND: Strategic decision-maker and resourceful executive with practical business savvy and a proactive leadership approach, necessary to unlock a company's potential and achieve new levels of success. Ability to drive organizational change, par ticularly within a culture that is resistant to change. High ethics and integri ty combined with excellent internal and external communications and relationship building skills; likes to be challenged and is excited by solving problems. BUSINESS VALUE / ROI: (1) Think competitively - from a global perspective - and provide strategic dire ction to business development efforts in both core and emerging markets, (2) Ini tiate and direct changes in existing infrastructure, processes and support mecha nisms to gain increases in productivity, profitability and growth, (3) Develop a nd motivate employees and consultants, fostering teamwork and commitment to achi eve corporate goals. KEY CONTRIBUTIONS, ACCOMPLISHMENTS AND PERFORMANCE MILESTONES: LIONHEART CONSULTING LLC, Cleveland, OH - 2006 to present Boutique consulting company specializing in Turnarounds, Acquisition Analysis, M erger Feasibilities, Debt Restructuring, and Interim Management. Clients primar ily focused on major Banks and Equity Sponsors across domestic and international locations. Additionally, Lionheart serves as the Midwest Agent for other major consulting companies such as Trimingham and Angel Group. Managing Director Senior team member, serving as Operational Turnaround Consultant specializing in manufacturing. Lead multiple engagements simultaneously, applying a discipline d turnaround methodology. Work collaboratively with major banking institutions (Union Bank, Wells Fargo, CIT, National City, CapSource, etc.). Conduct in-dept h financial and operational analysis to understand client's cash flows and opera tional procedures and devise/execute strategic actions, including: Business Turn around, Merger and Acquisition, Divestiture, Consolidation, Corporate Change Man agement and CEO Coaching. Cornerstone Engagements: * Raised approximately $15M in cash for the nation's largest automated car wash company by recommending and gaining consensus for selling off under-performing d ivision in Europe. Strategy enabled the organization to settle bank debt and co

ntinue operations while maximizing profits. * After evaluating processes of the nation's largest tank manufacturer for natur al gas storage, shut down three of seven manufacturing locations and successfull y merged operations into remaining four facilities to eliminate redundancy and o ptimize efficiency. Additionally, transitioned production methods from hand wel ding to automated welding, reducing labor by 50%. * Orchestrated aggressive restructuring and reorganization procedures for large tube manufacturer for the automotive industry. Assessed operations and diagnose d business problems and implemented key initiatives including (i.) reduced unnee ded overhead and (ii.) redesigned manufacturing from 17 lines to 11 lines. Resu lted in 20% increase in output, 50% decrease in costs, and restored profitabilit y. * Averted potential shut down of America's largest envelope manufacturing compan y by selling off $25M in old, antiquated and obsolete inventory at fair market v alue. Leveraged that revenue to rehabilitate the business and settle debt with creditors, which allowed the company to stay in operation. Ultimately, company was sold to a competitor, salvaging stakeholders' value. * Stabilized cash flow of the nation's forth largest transportation company, wor king in tandem with a leading New York City Consulting firm. Sold off $20M of u nused warehouse and equipment, and restructured more cost-efficient lease with b ank, creating a new platform for sustainable business operations and future grow th. CLARKE CASTING, LP, Cleveland, OH - 2003 to 2006 A group comprised of two foundry operations in the US and Canada, including seve ral machining facilities and a scrap dealership. President, CEO, Principal Owner Acquired two of the largest foundries in North America out of a NYSE Bankruptcy, with very little equity capital. Led immediate objectives of revitalizing oper ations and defining new strategic decisions affecting growth, operational capabi lities, and the future direction of the organization. After dramatically improv ing business value and financial performance, successfully sold the business. * Created a vision and operating strategy, applying financial planning and analy sis to a broad range of business problems and leading the organization to achiev e financial controls, obligations and objectives. Increased sales for both the US and Canadian companies by 700% in two years, positioning both companies to br eak even after one year and ultimately to attain high profits. * Applied understanding of competitive dynamics in the field, the ability to dev elop unique value propositions and business partnerships, leveraging personal re lationships to bring on new accounts. Transformed Canadian operation from nearl y defunct to an organization of 500 employees ranked as the largest steel foundr y in Canada and fourth largest independent steel foundry in North America, gener ating $30M in sales in one year - accomplished with no additional equity. * Created new business and marketing roadmap, including recruiting, training and motivating new personnel and establishing an independent rep network. Applied strong business perspective, strategic thinking skills, and the ability to champ ion creative ideas to achieve growth objectives. * Demonstrated strong understanding of what drives cost in a manufacturing envir onment and ability to be proactive about cost identification and containment. LIONHEART INDUSTRIES, INC., Cleveland, OH - 1991 to 2002 Manufacturer of metal castings, serving various domestic and international marke ts including pumps and valves, power generation, compressors, automotive, heavy truck, petrochemical, and various industrial applications. Chairman of the Board, COO Founded Lionheart in 1991, beginning with one manufacturing facility and evolvin g into a diversified foundry group with 11 business units across the US, generat

ing nearly $80M in sales. Acquired companies with venture capital partners with minimum equity to take advantage of personal professional management expertise in marketing, sales, and operations, in a highly fragmented industry. Focus on (i.) driving operations turnaround and organizational culture change, (ii.) buil ding best practices operations infrastructure, and (iii.) positioning the busine sses for growth. * Expanded market footprint domestically and internationally, increasing sales f rom $20M to $80M with no additional capital. Personally responsible for $20M in sales each year. * Moved the business beyond traditional aftermarket segment into the diesel engi ne vertical. Leveraged engineering background to develop fresh new products, in cluding several unique patents, allowing exclusive distributorship within the au tomotive industry. * Championed an effective strategic plan while fostering commitment to corporate vision and goals to take the organization to the "next level". Applied strong leadership abilities and management expertise to drive new directions and concep ts into the organizational culture. * Assembled a top caliber sales organization and created cohesion, collaboration and a teaming approach between the multiple divisions to optimize selling strat egy. FIGGIE INTERNATIONAL, INC., Cleveland, OH - 1984 to 1991 $1.3B diversified Fortune 500 operating company serving consumer, technical, ind ustrial and service markets worldwide. Corporate Officer / Group Vice President, Packaging & Material Handling Highly visible multi-faceted role, providing leadership to Packaging Group and M aterial Handling Group to achieve the organization's philosophy, mission, strate gy, and annual goals and objectives. Initially, focused on turning around and r ebuilding financially troubled divisions. Later, promoted to Senior Executive a nd assumed leadership of Geo J. Meyer Manufacturing and later American LaFrance, while participating in key strategic activities including mergers and acquisiti ons, organizational development, and process improvement. * Increased the profitability of all nine group operating organizations to 12%, producing $250M in sales (with approximately 3,000 employees across 11 domestic and 12 foreign facilities, ranging from 33% to 100% improvement). * As President of Geo. J. Meyer Manufacturing, restored profitability of severel y hemorrhaging organization, from losing $1M per month to breaking even in first year. Reduced operating expenses and formulated new marketing and manufacturin g plans, including acquisitions and improved sales management, which doubled sal es in 18 months. Achieved record profits two consecutive years. * As President and Chief Operating Officer of American LaFrance, successfully ce ased a three-year severe loss. Led turnaround team that achieved break even in 10 months with only $2M cost, significantly outperforming estimated goal of thre e to five years and $15M expenditure. EARLIER CAREER: Senior Management: Caterpillar Tractor Company, Allis-Chalmers Company, Philips Corporation EDUCATION: Masters of Business Administration, Summa cum Laude, Minnesota State University Bachelor of Science, Industrial Engineering / Mechanical Engineering, Millikin U niversity ance, successfully ceased a three-year severe loss. Led turnaround team that ac hieved break even in 10 months with only $2M cost, significantly outperforming e stimated goal of three to five years and $15M expenditure.

EARLIER CAREER: Senior Management: Caterpillar Tractor Company, Allis-Chalmers Company, Philips Corporation EDUCATION: Masters of Business Administration, Summa cu