John — Business Owner

SAPIENT AUTOMATION - Hatfield, PA - 2010 to 2014 Hatfield, PA 2010 to 2014 http://www.getsapient.com The Intelligent Material Handling/Automation Company President and Chief Executive Officer - Led the succesfull start up company to become an established competitor in the Material Handling / Carousel and Vertical Lift Module marketplace in the United States. - Attracted and signed Handler then SSI Schaefer, after the Handler Aquistion as the Key Vertical Lift Module Supplier - Signed a licensing agreement with DH Systems in Argentina for Vertical Carousels and moved the manufacturing to the US - Purchased the Richard Wilcox Horizontal Product Line from Lauyans and Company in Louisville KY - Attracted and signed numerous Key Personnel from the major competitors in Sales, Marketing, Service and Administration - Secured key OEM accounts in the Hospital Pharmacy Market place as well as numerous key accounts in fortune 100 companies for manufacturing and distribution applications President and Chief Operating Officer

WHITE SYSTEMS, INC - Kenilworth, NJ - 2005 to 2010 Kenilworth, NJ 2005 to 2010 http://www.whitesystems.com The Leader in Innovative Material Handling Solutions. President and Chief Operating Officer

WHITE SYSTEMS, INC. FKI plc - Kenilworth, NJ - 2002 to 2005 Full Division & P/L responsibility reporting to the U.S Group President. - Organized and executed White's strategic plan now under ownership by FKI. - Redesigned several product lines with increased margins and market penetration. - Completed a full Lean implementation and TQM process in our manufacturing facilities. - Inventory Reduction. 35 % Gross Margin Improvement 15%. - Utilized DFMA ( Design for Manufacturing and Assembly) software to significantly reduce costs. - Reduced Manufacturing space by 40% thru consolidation and new equipment purchases. Vice-president and Chief Financial Officer

PINNACLE AUTOMATION INC - Kenilworth, NJ - 1997 to 2002 Restructured and consolidated redundencies to the Corporate facility in New Jersey. - Restructured software development and product support capability with a focus that increased efficiences and profitability. - Reorganized and refocused Company objectives and goals utilizing Kaizen methods for I.P.O. or sale. - Redesigned Company's E.R.P. system to maximize visibility and support performance measures. - Adopted a full absorption costing system from a direct costing system. - Revised pricing structures and channel penetration to improve profitability. Vice President/Corporate Controller

LAB-VOLT SYSTEMS, INC - 1991 to 1997 Responsible for financial controls and operating budgets of four North American and foreign subsidiaries with revenues in excess of $100 million dollars. - Reviewed, selected and directed the implementation of cutting edge hardware and software solutions for the U.S. operations resulting in more timely management of information that improved market share, sales, and margins. - Financing of business operations required close working relationships with international banking facilities. Corporate Controller

DIALIGHT CORPORATION - Manasquan, NJ - 1988 to 1991 Sold marginal product lines and three subsidiary companies as part of the senior management team. Restructured organization improved its return on average investment fivefold. - Acting general manager for $100 million dollar Orlando-based electronics subsidiary for 18 Months. - Selected by president to organize the MIS, insurance, financial reporting systems of this former division of North American Philips Corporation, which had been sold to Cambridge PLC. Also contributed to the organization of banking, pension, legal and cash flow by working with the VP Finance/Treasurer. North American Philips Corp, Somerset, NJ (Lighting Division) Director of Financial Reporting and Accounting Colgate-Palmolive Company, New York, NY

Led a successful management buy out from FKI plc in October 2005. - Re-established the company as a private entity through aggressive marketing and rebuilding. The company was de-branded for several years prior to the acquisition. - Refocused sales efforts from dealer/direct sales to full direct sales working with industry integrators and stategic partners. Increased Sales and Margins. - Returned company to profitable levels and operated in the first year of growth without using any credit facilities. EBITDA change over 300% from pre-aquistion levels - Rebuilt departments previously consolidated at the corporate level within FKI (Finance, Marketing and Software). - Built several new key partner relationships with companies in the healthcare marketplace. Vice President of Operations