A turnaround specialist and champion of growth with a record of driving profits by enhancing manufacturing processes, reducing costs and delivering strategic sourcing for industry leaders. Successful stimulating growth both organically and through strategic acquisitions and integrations. Blend expertise in multi-site, global operations and supply chain with know-how in high volume manufacturing using Lean and Six Sigma techniques. Diverse industry experience includes casting, machining and automotive. Core Competencies International Multi-Site Operations • P&L • Turnaround Management Six Sigma & Lean Manufacturing • Start-up • Mergers & Acquisitions Plant Management • Quality & Productivity Improvement • Continuous Improvement Safety • Strategic Planning • Budget Development

Group Vice President, Casting Operations @ Responsible for the strategic and operations management of the Company’s global castings operations. ► Held P&L accountability for $500M in revenue while managing 1,700 employees. ► Directed operations of seven foundries, ductile iron and aluminum, machining and assembly. From 2012 to 2013 (1 year) Chief Operating Officer @ Promoted to provide strategic and operational guidance for global operations. ► Full P&L for $600M with 2,300 employees at 11 manufacturing sites in North America, Europe, and China. ► Key player mergers and operational integrations. From 2011 to 2012 (1 year) President @ Promoted to lead post-acquisition integration of Metaldyne Chassis Division into the DMI culture. ► Held full P&L responsibility for all functions and activities generating $454M in revenues. ► Managed 10 manufacturing sites, leading 1,600 employees through 14 direct reports with operations in Mexico, Spain, and the US. ► Directed operations, accounting, engineering, quality, materials, budgeting/forecasting, and pricing. ► Consistently met or exceeded plan and achieved high customer satisfaction and quality ratings. ► Reorganized Mexico plant, increasing revenue and profits. ► Consolidated multi-million dollar businesses. Coordinated bank plan, asset transfer, and start up. ► Guided union contract negotiations in the United States, Mexico, Spain, and France. From 2009 to 2011 (2 years) Vice President Operations @ Promoted to direct all operations which included four manufacturing plants and up to 900 employees. ► Restructured to lower costs and positioned company for future growth during industry decline. ► Retained technical staff and maintained cash flow. ► Developed and implemented Diversified Operating System (DOS), a standardized business system across the business focused on key performance indicators for employee and customer satisfaction, and manufacturing performance. ► Consolidated and closed plants by restructuring and implementing continuous improvements. ► Reduced workers compensation claims four-fold by instituting safety programs and increasing employee involvement and awareness. From 2009 to 2009 (less than a year) Director of Foundry Operations @ Directed operations of three plants in Indiana, Michigan, and Wisconsin with $240M in revenue & 700 employees. ► Directed operations, business plan development, forecasting and budgeting, capacity and capital planning, resource planning, program management, and estimating and pricing. ► Led operational due diligence on potential casting acquisitions. ► Increased revenue through strategic acquisitions and by developing new business. ► Realized millions in savings by utilizing lean and six sigma methodologies. ► Developed/implemented a “Pay for Performance” incentive system, improving safety, productivity and reducing costs. From 2007 to 2008 (1 year) Plant Manager @ Promoted to lead TS 16949 and ISO 14001 certified plant supplying North American OEMs, transplants, and exports to Mexico, Europe, and Asia. ► Held complete P&L responsibility for up to $130M in revenues; led 600 employees through 9 direct reports. ► Consistently led facility to meet/exceed annual operating plan, provide 100% on time delivery, and to achieve high customer satisfaction and quality ratings. ► Developed low-cost manufacturing process, boosting productivity 2-fold, decreasing PPM from more than 7,000 to 9. ► Established Six Sigma culture, delivering multi-million dollar savings. ► Decreased employee turnover. ► Dramatically reduced OSHA Recordable Incident Rate. Earlier: Engineering Manager, CMI Precision Mold (acquired by Hayes Lemmerz International in 1997). From 1997 to 2007 (10 years) Engineering Manager @ From 1985 to 1997 (12 years)

MBA @ University of Notre Dame - Mendoza College of Business From 2004 to 2006 BS, Business Administration @ Indiana Wesleyan University Chad Bullock is skilled in: APQP, Manufacturing Operations Management, PPAP, Lean Manufacturing, TQM, Manufacturing, TS16949, Value Stream Mapping, Continuous Improvement, Six Sigma, Automotive, Kaizen, 5S, SPC, Root Cause Analysis