Jim Kelly

To date I have served in the following positions: EVP Operational Excellence, Operations Director, VP Operational Integration, Fabrication Manager, National Sales Manager, General Manager, coaching the following disciplines: Company Vision and Planning * Creation, development and implementation of a strategic plan based on the owner's vision. * Leadership, vision and direction to the organization by assisting the Board and/or Executive staff with the development of long range and annual plans, as well as the evaluation and reporting of progress on plans. * Define company initiatives regarding the annual business plan and drive these initiatives throughout the company in a "cascading" manner. Human Resources Management * Recruitment and contracting of company and project staff. * Development and documentation of Systems, Policies and Procedures based on Deming's 85/15 rule. * Employee relations, team building, conflict management and resolution. * Employee orientation, training, cross-training and development to ultimately build depth within the company. * Performance management and improvement systems. * Company-wide committee facilitation including planning, production and staff. Marketing and Public Relations * Develop and effectively communicate brand strategy within company as well as externally to customers, retailers, media, vendors, and all relevant parties. * Become the “benchmark” of the brand in your respective industry. * Establish a presence in the industry through advisory board participation, industry panels, etc. * Brand positioning and brand mission consistently executed through all channels * Conceive and drive strategic marketing partnerships, opportunities and alignment. Sales Operations * Business development, product and service awareness, quotation effectiveness, and repurchase activities to realize company value proposition to desired audience(s). * Identify, develop and implement "Five-Claw" account penetration opportunities. * Comprehensive orientation to "7 Steps to Sales" sales philosophy. * Comprehensive orientation to "5 Point STAR ~ Selling Value” sales philosophy. * Comprehensive understanding of the Principal/Agent relationship. Warehouse/Distribution & Manufacturing Operations * Improve product quality and reduce errors & omissions through continuous improvement principles, maximize productivity by identifying waste and implement process improvements using 6S Lean concepts. * Identify and establish best-practice communication channels with internal customers in order to expedite processes as well as make most efficient use of company resources. * Create and maintain Production Metrics to determine and improve process capabilities and capacities. * Ensure a safe working environment for all that meets/exceeds compliance with local, state and federal regulations. For a more comprehensive description please refer to the company website at www.called2purpose.com.

Reporting directly to the C.E.O., primary responsibilities include comprehensive managerial oversight for the operations of a major non-profit in the Multi-family Real Estate Development industry. * Business Intelligence – Planning/accountability and metric systems * Resident Services and Asset Management – Coaching, vision and oversight * Human Resources – High Performance, value centered staff engagement * Inter-department Teams and Department Structure * Advisor and Coach to President/C.E.O.

Responsible to ensure the highest level of execution and management of all activities related to the delivery of established business goals of the following departments: Logistics (Distribution/Warehouse), Purchasing, Manufacturing/Production, Facilities Maintenance, Quality and Projects Management. Worked directly with vendors and suppliers to develop professional relationships in the best interest of the Company. Key Achievements: * Led manufacturing, distribution, and purchasing teams in day-to-day activities to a 99.5% accuracy rate. * Directed major manufacturing expansion and machine acquisition which increased production by 125%. * Created Quality department through ASQ and developed a Certified Quality Engineer from within the Company. * Implemented 5S, Kanban, Kaizen, Quality Deployment, and other quality concepts. * Created specialty packaging division which provided $550K additional net income annually.

Served as the firm's highest ranking executive, reporting directly to the Owner/C.E.O. Responsibilities included all aspects of day-to-day operating activities for the effective execution of the business affairs of the enterprise. Key Achievements: * Increased “net income before profit sharing” by 57% over previous year. * Reduced “personnel costs as a % of total sales” by 28% over previous year. * Improved EBITDA relative to sales by 4.6% over previous year (12.8% from 8.2%). * Increased annual Revenue per Employee over previous year by 7.75% ($127,268 from $118,112). * Reduced inventory position by $1M from previous year despite a slowdown in sales of approximately 28%. * Reduced debt position by $1.7M from previous year with sales down $4.75M due to economic downturn.

The objective of the position was to work directly with the two (2) domestic Executive V.P.’s, sixteen (16) Regional V.P.’s, two-hundred eighty-seven (287) D.M.’s and over twenty-six hundred (2600+) location G.M.’s; as well as the V.P. of Latin America, the five (5) D.M.’s, and the forty (40) location G.M.’s of the Mexico territory to develop new business opportunities and further establish a strong market presence. Key Achievements: * Increased Fastenal Sales Revenue by 31.3% over previous year ($3,284,663 from $2,501,647). * Increased Fastenal monthly store activity by 17%, increasing to 2391 stores from 2050 stores the previous year. * Increased part availability/visibility within Fastenal’s ERP system by 349% (15,682 parts from 4,496 parts). * Improved Fastenal supplier scorecard ranking to #3 from #15 of 26 suppliers in class 6.

The assignment to the C.M.O position was strategic in nature and grounded in Community Relations/Business Development. Essentially, the objective was to develop, maintain and continually optimize a comprehensively functioning “community” throughout the entire supply chain, from supplier to end-user. Key Achievements: * Increased Average Daily Sales by 31.2% over previous year ($59,957 from $45,705). * Increased Annual Revenue per Employee by 33.9% over previous year ($170,580 from $127,268). * Increased active customer base by 15.2% over previous year (4900+ from 4300+). * Realized total sales revenue of 14.5% over sales revenue goal ($15,109,069 vs. $13,195,677).

Developed and executed successful recruiting strategies to canvass the state of Kansas for qualified candidates into the Nation’s largest vocational training program. Served on behalf of the United States Department of Labor. Key Achievements: * Was rated in top 10 of 1000+ recruiters nationwide. * Successfully aligned greater than 200 graduates with career opportunities. * Developed comprehensive network of 500+ participating professional organizations. * Established extensive referral base with private companies and public agencies throughout the state.

Managed sales, service, delivery, and warehouse/distribution staff for a strategic territory of the Mid-America Division of Coca-Cola Enterprises (CCE). Successfully managed during the transition period from a privately held bottling/sales operation to a company owned bottling/sales operation (COBO). Instrumental in the successful implementation of the comprehensive account management program, On-Premise-Account-Manager (OPAM). Key Achievements: * Successfully managed operating budget for 27 county territory covering Kansas and southern Nebraska. * Increased lease revenue of equipment within the territory by 95% ($100K+). * Successfully executed business plan that captured >40% of territory market share from competition. * Category Management facilitator and Category Captain for mass merchandise segment of territory.

Successfully managed department through startup of Company’s flagship location in Wichita, KS (ranked #1 of 17 in district). Developed Lean operational practices which were ultimately implemented throughout the entire organization. Managed personnel responsible for customer interface and replenishment of goods to be made available for point-of-purchase exchange. Key Achievements: * Reduced labor expenses by 30+% in one year though strategic Lean initiatives. * Implemented Team practices and realized 100+% increase in measurable profitability. * Improved productivity from approximately 50 cs/shift/person to 100+ cs/shift/person.

Responsible for all aspects of managerial oversight for the following departments: Origination, Processing, Underwriting, Escrow, Legal, Closing, and Document storage/retrieval. Developed and documented comprehensive operational policies and procedures for all departments. Established state-of-the-art documentation practice adopted universally within the industry. Key Achievements: * Assisted in acquisition of largest corporate partner and development of successful strategic partnership. * Managed operation through period of growth from $15M/monthly with 35 employees to $125M/monthly with 200+ employees. * Streamlined underwriting process from 1-2 weeks to 4-5 days through Lean initiatives.