PROFITABLE GROWTH Increased sales revenue 145% (3yrs) lowered cost of sales by 20%. Transformed market place MARKET SHARE Instrumental in driving Brand to #1 Market Share in 3 countries. LEADERSHIP Recruited, trained and led teams up to (54). Reduced volunteer attrition by 75% INNOVATION Reduced time to execute marketing campaigns by over 50% Increased advertising effectiveness and brand awareness by over 30% START-UP & TURN AROUND SUCCESS Merged struggling start-up. Realized positive cash flow in 9 months, achieved break-even in 12 months. Expanded to 7 countries. Sales increased by 975% over 3 years.

Vice President @ From 2013 to Present (2 years) Greater Salt Lake City AreaPartner @ From 2010 to Present (5 years) Greater Salt Lake City AreaVP Operations/VP International @ •Drove sales from $3 Million to $55 Million (projected) in annual revenues. •Expanded and opened 7 international markets International Revenue account for $32 Million •Reworked forecasting methodology to decrease overall inventory and prevent out of stock of critical items. From May 2008 to 2012 (4 years) Managing Director- Japan @ •Developed and Implemented KPIs at the store level to fully understand traffic patterns and customer purchase cycle •Outsourced service department reducing time to resolve service tickets by 22%. •Refocused on Customer Retention programs, resulting in increased sales of 8% vs -10% in control group. From February 2006 to March 2008 (2 years 2 months) Tokyo, JapanDirector of Marketing-Asia/Japan @ Drove $2.7M in savings during 2005 as the executive sponsor for five global business projects. • Achieved a $4M annual savings by renegotiating media contracts in the Australia and China/HK markets. • Increased direct mail circulation by 118% to over 29 million pieces over the past 12 months. • Increased site visits by 35% (Singapore, Malaysia and China/HK) by steering toward “go online” strategies. • Selected for the Dell Leadership Development program for two consecutive years (top 10% rated senior managers/directors in the company are selected to participate) and served as the Alliance Director for all Intel and Microsoft co-marketing programs in Asia. From January 2003 to January 2006 (3 years 1 month) Sr Manager @ •Collaborated with the CEO of an ERP solutions provider (NASDAQ Listed) on establishing a Japanese subsidiary that successfully achieved $600K in first-year income. Created business and marketing plans, led pres-sales activities and cultivated strategic alliances with NEC, IBM, Oracle, Fujitsu, and Nippon Steel Solutions. •Acted as an Alliance Manager for a Goldman Partners funded start-up; specializing in process collaboration optimization. Created go-to-market strategies and managed pre-sales calls to C-level Executives of Fortune 1000 companies to introduce the firm’s products. Company was an Accenture Tier-one alliance. •Worked with CMO of regional c-store retailer on category management program. Introduced planogram capability and enhanced merchandising process resulting in $4.5M gross margin improvement. •Led an eight-person team at a $1.2B electronic retailer that had been experiencing margin erosion from increased global competition and loss of focus. Improved annual gross margin by $5.5M by implementing a consumer focused purchasing process that lowered out of stocks and reduced liquidation costs; also generated an $8M margin improvement by shifting non-performing promotional programs to better ROI vehicles. From 2000 to 2003 (3 years) Dallas/Fort Worth AreaManager of Business Development @ • Achieved revenue plan of $180M for Taiwan, Hong Kong, Japan, China and Singapore. Oversaw the development of fiscal plans and updated forecasts for the region, and participated in establishing ordering, distributing and replenishing process for manufacturing facility in mainland China. • Reduced time to determine Transfer Prices to foreign business units by 66% with enhanced forecasting models; also contributed to developing strategies (including P&L forecasts and capital investment requirements) that spearheaded market entry in India and China. •Grew volume by an average of 14% over a four-year period. •Collaborated with the parent company on resolving procurement issues and led channel development initiatives that optimized the supply chain for $2.2M in first year savings. •Led a four-person cross-functional team in evaluating all areas of the Hong Kong business unit. Spearheaded entry into the food service segment and developed new products for the channel; also reworked graphics to include more Chinese language and to better clarify product positioning. From 1995 to 2000 (5 years)

MBA @ Vanderbilt University - Owen Graduate School of Management From 1993 to 1995 BA @ Brigham Young University From 1985 to 1991 Study Abroad @ 名古屋大学 From 1990 to 1991 Tim Hough is skilled in: Sales Management, Global Marketing, Japanese, Financial Planning, International Sales, Negotiation, Cost Control, Mergers, Marketing Communications, Direct Marketing, Due Diligence, Direct Sales, Executive Management, Marketing, Process Improvement