Matthew Taylor

President

2023

Uptime enabler via remanufactured and replacement part production

Managing Partner

2018

Board of Advisors Member

2018

Member Board Of Directors Filtran Japan

2021 - 2023

Automotive Tier 1 transmission manufacturer

Head of Sales and Marketing, North America and Japan, Vice President

2020 - 2023

Automotive tier 1 transmission component manufacturer. Commercial leader for $110M multi-region P&L. Plastic injection molded and metal stamped products integrated with hydraulic fluid filtration systems. Aftermarket, Original Equipment Service, and OEM commercial leader.

Global Director of Sales and Marketing, Segment Director

2018 - 2020

Led the global Material Handling segment sales team with P&L ownership of 10M€ division with a team of global account managers responsible for business pipeline growth, project closes, sales, and profit growth. Managed strategic marketing segmentation including potential analysis, tactical resource deployment, and marketing communication strategy. Plastic and rubber injection and compression molded products for use in a industrial sub application. • Established within three months that Material Handling market size was triple what originally thought, and took strategic actions that, when deployed to the tactical level, resulted in double digit sales growth • Realized 14% 2017 versus 2015 business segment gross margin growth • Achieved 46% 2018 versus 2015 segment net revenue growth

Global Director of Business Development

2013 - 2018

Held three different roles during a five year period. Led a $162M, 90 person cross functional team of eight departments. Led North America corporate development efforts that included acquisition sourcing, due diligence, and negotiation. • Promoted twice in a two and half year period • Inducted into the Freudenberg Leadership Development Program for high potential employees (one of 57) • Created a comprehensive North America strategy to grow sales from $138M to $300M. Managed team of 90 individuals to execute strategy. Initiated North American market segment potential mapping. Project involves multiple international acquisitions/integrations, deal sourcing, and manufacturing site setup. Reporting to Freudenberg-NOK Sealing Technologies board • Global strategy, diligence, and acquisition lead for 100M€ business segment • Lead for new customer business development in seven countries in North and South America and Europe. Established 120+ new customer relationships resulting in anticipated sales of $2M to nine new customers • Created, negotiated, and executed six complex commercial financial agreements resulting in $3M increased profitability, and defended existing high market share

Division Finance Manager

2011 - 2013

Managed the North and South America regional finance team of two direct reports with P&L responsibility of $200M. Controlled all commercial financial reporting, sales and cost allocations, general ledger activity, account reconciliations, and actual to standard cost accounting. The finance team was not a business partner prior to my arrival. Closely aligned all finance operations with the sales and marketing teams, which changed the finance team role to one of just reporting and data mining to market and customer specific business analytics. Accomplishments: • Implemented highly quantitative, cross functional customer pricing strategy, which improved gross margins >2%; resulted in a $3.2M annually reoccurring Gross Margin improvement • Developed actual manufacturing cost model for 32,000 stock keeping units (SKUs) • Initiated and led Sales Reporting Dashboard project that transformed organization to automated reporting from manual reporting. Resulted in over $100K in cost savings per year • Developed and managed Net Revenue and Expense forecasting process for the Americas. 99.8% Net Revenue forecast accuracy in 2013 and 99.7% in 2012 and 2011 • Reporting spanned 27 manufacturing sites and included sales and cost allocation ownership to those sites • Executed month end close and reconciliations according to US Generally Accepted Accounting Principles (GAAP) and International Financial Reporting Standards (IFRS); executed against a Big 4 audit

Corporate Development and Commerical Financial Analyst

2008 - 2011

Oversaw all commercial finance operations of a $750M P&L including executive level sales and expense reporting and valuation modeling for product line acquisitions, licensing, and joint ventures. Inherited a business environment without controls and processes, which required implementation of drastic process changes such as creating a novel financial forecasting model still used by the CFO. Resulted in improved financial transparency to the executive team. Partnered with sales and marketing to understand the pharmaceutical market to better forecast product sales and control budgetary expenses. Pharmacological products sold into wholesalers. Accomplishments: • Performed 30+ New Business Development acquisition and partnership valuations; Net Present Value, Internal Rate of Return, Discounted Cash Flow, and Capital Asset Pricing Model methodologies; developed Weighted Average Cost of Capital and organization hurdle rates • Managed $155M budget and external cost savings team that resulted in $1.1M savings within nine months of implementation. Inherited a $6M unfavorable expense budget variance that was eliminated in two quarters. Held expenses under budget for six consecutive quarters for the rest of my tenure • Forecasted $750M product portfolio of 54 Stock Keeping Units to within <2% variance each quarter • Negotiated favorable joint financial agreements with Pfizer and United Research Laboratories (URL) • Drove financial system upgrades (migration to Data Warehouse system and COGNOS FP&A software) • Reported under 404 and SOX compliance standards; reported to International Parent Organization under Japanese Sarbanes Oxley and GAAP

Business Development Manager, M&A Analyst

2006 - 2008

Managed day to day business operations for a small $1M startup manufacturing division consisting of nine total direct reports. The division originally was an afterthought within the larger organization, termed a “necessary evil.” Turned the business into a value add service for the other divisions, allowing them to augment their sales pitch to their end customers. Promoted within one year for successful project management of company acquisitions and financial process improvements. Private equity ownership for environmental services and molded rubber aftermarket products. Accomplishments: • Drove 356% Year over Year increase in Net Revenue (2008 v. 2007) • Turned organization profitable in six month • Managed nine employees within a vertical P&L (Sales and Manufacturing Operations), four sales professionals and five manufacturing employees. Full operating P&L responsibility. Grew team to nine employees from five • Created all the finance and accounting processes from scratch

Marketing and Sales Intern

2005 - 2006

Marketing Analytics and Campaigns

Management and Marketing Intern

2004 - 2004

Cold calling

Management and Marketing Intern

2003 - 2003

Marketing Campaigns