Jon Bielefeld 2595 Buckingham Place * Brookfield, WI 53045 * Cell: 262-853-6300 * Phone : 262-798-0911 * e-mail: jb17b8cc6@westpost.

net SENIOR INDUSTRIAL MANAGEMENT EXECUTIVE Multi-talented Executive who brings best business practices, innovative operatio nal strategy, supply chain excellence and revenue-generating leadership to execu ting operations on both a local and global basis. Highly effective and creative with an entrepreneurial spirit to rapidly take businesses to the next level. E xceptional interpersonal skills to drive team development, participation and cro ss-functional synergy to consistently exceed performance expectations. AREAS OF EXPERTISE * Visionary Leadership * Process Improvement & Reengineering * Solution Selling to C-level Executives * Develop High Producing Teams * Project & Program Management * Up Selling & Business Development * Rapid Business Turnaround * Enterprise Resource Planning (ERP) * Consulting - Sales & Delivery * Operations Management * Lean, Six Sigma & JIT Principals * Interpersonal Skills * Cost Reduction & Control * Best Practice Deployment * Financial Planning & Control * Supply Chain Management * Change Management * Technology Initiatives & Management * Rapid Revenue & Profit Growth * Creative Problem-Solving * Product Launch and Retirement * Merger & Acquisitions * Inventory & Distribution Management * ISO 9001 / AS9100 PROFESSIONAL EXPERIENCE DEXM CORPORATION - Waukesha, WI May 2003 to Present DexM Corporation is an Integrated Supply Chain Management organization servicing both the commercial and aerospace markets by providing wire form fabrication, m etal stamping, assembly, kitting, and sourcing capabilities coupled with best pr actice supply chain services tailored to the specific needs of its customers. General Manager Conceptualize, design, and execute a transformation of the DexM Corporation busi ness model offering a new blend of manufacturing, distribution and services. Re sponsible for P&L performance and all aspects of company operation, reporting di rectly to the President/Owner. * Challenge - Stagnant growth and a legacy business model void of differentiator s. Solution - Redefined the company business model offering a blend of product and services. Results - Drove an accelerated average growth rate of 25% each year since 2003, increasing revenue four fold. * Challenge - Prior sales efforts were targeted to the buyer and product centric

. Solution - Developed strategic sales and marketing plans designed as solution c entric and presented at the C-level. Results - Double digit growth and long term commitments in over 60% of the cust omer base. * Challenge - Reporting was void of item level metrics. Solution - Developed analysis of margin contribution, adjusted product mix, mak e/buy decisions and pricing. Results - Improved profitability by 80%. * Challenge - Excessive work-in-process and long throughput were common. Solution - Revised plant layout to facilitate application of lean principals. Results - Increased throughput, improved safety and increased yield by 45% with no additional capital or personnel. * Challenge - Lacked a proper integrated system necessary to effectively plan, e xecute, and monitor the business. Solution - Selected and implemented a new Enterprise Resource Planning (ERP) sy stem. Results - Implemented the ERP system on time and on budget, yielding a single i ntegrated platform with superior information, decision support, planning and exe cution to the benefit of internal and external customers and supporting the rapi d business growth. * Challenge - Inherited a staff with selective voids of talent and capabilities. Solution - Provided functional training, recruited key personnel, redefined org anizational structure, roles, responsibilities and corresponding processes. Results - Yielded a cohesive, high producing team across operations, supply cha in, sales and business systems. * Challenge - Organization was unable to effectively execute Asian sourcing from the US operations. Solution - Established DexM Asia Ltd. in China with dedicated company sourcing personnel to develop and manage the supplier base, negotiate pricing and provide on site quality control to mitigate Asian risks. Results - Reduced item costs an average of 50% while maintaining exceptional on time delivery and quality standards. * Challenge - Lack of growth by acquisition. Solution - Brought an acquisition opportunity to the organization that complime nted the new business model. Results - Identified an acquisition / outsource opportunity that was in direct alignment with the new business model and resulted in a 50% increase in revenue for the company. IBM - GLOBAL SERVICES, Milwaukee, WI Jan 2000 to May 2003 IBM Global Services is the largest consulting organization in the world, providi ng a wide range of Business, IT, Outsourcing and Educational services to their c lients. Regional Principal - Business Innovation Services - Industrial Sector Responsible for the Regional Management and Sales Development of the Industrial accounts in the Wisconsin and Northern Illinois area for the IBM - Business Inno vation Services. Subject matter expert (SME) to the Supply Chain and Operations Management practice areas. * Challenge - Prior year to year sales near a flat growth rate Solution - Led business services and software pursuit teams, created client pro posals for presentation at the C-level and penetrated new clients.

Results - Generated $8M+ of incremental sales. * Challenge - Engaged with clients only on a month to month basis. Solution - Negotiated service contracts. Results - Yielded long term client commitments and gross margins in excess of 3 0%. * Challenge - Local personnel often lacked the proper mix of capabilities to win and deliver services. Solution - Constructed matrix managed project teams with resources from IBM, IB M Partners and ISV(s). Results - Yielded higher win percentage, exceptional engagement results and con sistent client satisfaction indexes of -Outstanding-. * Challenge - Each geography and segment developed their own service offering. Solution - As Global Project Manager, led the development of a new supply chain services offering. Results - Offering was rolled out across Business Innovation Services for a con sistent and best practice deployment. * Challenge - Firm lacked real industry experience to leverage in sales and deli very. Solution - Provided deep supply chain and operations thought leadership for cli ent solutions across a broad range of industries. Results - Closed new business and provided high value to IBM engagements on a national basis. ERNST & YOUNG, LLP - MANAGEMENT CONSULTING, Milwaukee, WI Jan 1995 to Jan 200 0 Ernst & Young LLP is a world wide management consulting firm providing a wide ra nge of services to their clients. Senior Manager Contributed directly to the clients` long-term success and competitive strength by identifying solutions to their business needs, managing the implementation of those solutions and assisting them in efforts to manage wide-spread change. S cope of responsibilities included program management, project management and sup ply chain / ERP subject matter expertise. * Challenge - Firm lacked the needed strength of industry experience in pursuit teams and delivery teams. Solution - Provided subject matter expertise to process improvement on system i mplementations pursuits and engagements. Results - Won several Enterprise Resource Planning (ERP) implementation engagem ents coupled with Business Process Improvement by developing client business cas e justifications and delivering with C-level proposals. * Challenge - Firm lacked large scale program and project management expertise. Solution - Provided program and project management for multiple Business Proces s Reengineering (BPR) and Enterprise Resource Planning (ERP) implementations acr oss all enterprise functions in a multi-plant environment. Results - Consistently produced deliverables on time and on budget with -Except ional- services ratings from clients. * Challenge - Lacked tangible results in consulting services deliverables. Solution - Leveraged deep real-world manufacturing operations and supply chain subject matter expertise to propose, execute, measure and confirm quantifiable c ost reductions. Results - Improved client performance with documented hard cost savings in mann er to be presented by the client to their upper management.

* Challenge - Growth and retention of consulting resources. Solution - Developed multiple consultants and managers that reported to my posi tion. Results - High impact engagement teams and career advancement opportunities for each consultant. STA-RITE INDUSTRIES, INC, (Pentair Inc.), Delavan, WI Jun 1990 to Jan 1995 Sta-Rite Industries is a $250 million international company producing water syst em products to the industrial, agricultural, environmental, and consumer markets , as well as pool/spa products to the leisure market. Manager of Supply Chain Responsible for all supply chain management activities, including production con trol, inventory control, shipping, receiving, quality reporting and material han dling for two manufacturing locations performing molding, metal fabrication, pai nting, high volume assembly and job shop assembly. Managed finished goods inven tory for North America, including inventory planning, distribution planning, loc ation forecasting, and traffic functions. Directly managed a staff of seven wit h a total organization of fifty-one and a budget of $2.4 million. Reported to a nd acted as backup for the VP of Manufacturing with full production management r esponsibility. * Challenge - Organization has outgrown its offline tools and labor intensive pr ocedures. Solution - Selected and implemented a new Enterprise Resource Planning (ERP) sy stem across two manufacturing facilities. Results - Implemented on time and on budget with no interruption to product flo w and customer shipments, organization was empowered with a closed loop enterpri se level system. * Challenge - Antiquated business processes. Solution - Provided companywide leadership, support and training while reengine ering all operational business. Results - Fully capitalized on the new system capabilities yielding a 45% produ ctivity gain. * Challenge - Fragmented and poorly trained supply chain team. Solution - Unified and trained the supply chain team across functional areas of Forecasting, Inventory Planning, Distribution Requirements Planning (DRP), Mast er Scheduling, Material Requirements Planning (MRP), Capacity Planning, Traffic and Procurement. Results - Professional and cross-functional team prepared for APICS certificati on. * Challenge - Unable to effectively master schedule for the company. Solution - Designed, developed and installed a new Master Scheduling applicatio n for all North American operations. Results - Yielded an 80% improvement in resource utilization. * Challenge - Excessive work in process. Solution - Installed JIT scheduling, converting affected areas from discrete wo rk orders to a flow based Kanban operation. Results - Produced a 75% reduction of work in progress with equal or better per formance to ship dates. * Challenge - Excessive bin inventory. Solution - Implemented MRP and DRP coupled with a custom forecasting and master scheduling front end. Results - Reduced inventory levels by 23% in manufacturing and 18% in finished

goods while improving on-time and fill rate performance to customers by 15% and 24%, respectively.

ROCKWELL AUTOMATION (Allen-Bradley Company), Milwaukee, WI Jun 1977 to Jun199 0 Rockwell Automation is a $4+ billion world leader in the manufacture of industri al automation products. Senior Production Control Supervisor Managed production control, inventory control and procurement for a diverse set of fabrication and assembly operations; including machining, forming, welding, m olding, plating, painting, job shop assembly, high volume assembly and fully aut omated assembly. Products included standard pre-engineered make-to-stock, assem ble-to-order, make-to-order, configured-to-order, engineered-to-order and repair parts. * Challenge - Production & Inventory Control was void of college educated profes sionals. Solution - A professional team was hired from several local universities as the genesis of a new professional materials organization. Results - Leveraging my Industrial Management and Engineering education, delive red exceptional value to Rockwell Automation in the functional areas of forecast ing, master scheduling, production planning, execution control, inventory manage ment, material handling and procurement. * Challenge - Large batch oriented systems prevented support of Rockwell Automat ion`s lean JIT initiative Solution - Functionally designed new system enhancements and implemented those systems. Results - Created a stockless production direct delivery capability across all fabricated, assembled and purchased items. This landmark system was used for 20 + years across multiple divisions using the Allen-Bradley Manufacturing System ( ABMS). * Challenge - Propagation of the professional Materials Management organization. Solution - Developed five supervisors and a total staff of twenty-four Producti on & Inventory Control personnel. Results - Prepared full staff for greater responsibility across multiple divisi ons and APICS certification. EDUCATION Milwaukee School of Engineering: * Master of Science in Engineering Management * Bachelor of Industrial Management * Associate of Electronic Communications Engineering Technology * Associate of Computer Engineering Technology PROFESSIONAL CERTIFICATIONS APICS - Association for Operations Management: * Certified - CPIM (Certified in Production & Inventory Management) * Certified - CIRM (Certified in Integrated Resource Management) NAPM - National Association of Purchasing Managers NICET - National Institute for Certification in Engineering Technologies * Certified Engineering Technician