Extended bio of corporate development experience and value offered to clients and employers interested in strategic global growth, organically and inorganically.

1. Max Sutherland
“Drive Growth through People and Asset Optimization”
Global Strategy and Corporate Development Executive

2. Value Proposition: Increased Revenue, Margins and Cash Flow
What I bring to the
table …
• Passion for Corporate
Development and Global
Initiatives
• Dedication to Innovation,
Superior Quality, and
Outstanding Customer
Service
• Executive and Project
Leadership
• Global Experience,
Languages, and Insight
• Diverse Industry (A&D,
Auto, Ag, Mfg, FS) and Big
4 Consulting Experience
• Extensive Strategy,
Technology and Change
Management Expertise
• World-class Tools,
Techniques and
Methodologies
• Excellent People and
Communication Skills
Opportunities…
• Increased Business and
Revenue Growth
• Increased Cash Flow
• Realized Returns on
Investments
• Measureable Excellence
Results
• Increased ROA
• Increased Gross and
Operating Margins
• Decreased Margin Spread
• Increased Market Share
• Successful Program
Implementations, On-time
and within Budget
• Enhanced Employee
Knowledge, Skills and
Technology Adoption /
Utilization
How I can do it…
• Transformational
Leadership and
Communication
• End-to-End Strategic
Planning thru Tactical
Execution
• Business Intelligence
Focus and Holistic KPI
Accountability
• Bridge Finance,
Operations and Sales
Functions
• Current State
Assessments, Gap
Analysis; Future State
Modeling; Roadmap
Development
• Practical Approach to
Problem Solving and
Bottleneck Elimination
• Dynamic Change
Management Program
Development and
Implementation
What I can do…
• Drive Strategic Top- and
Bottom-line Initiatives,
Mitigate Risk
• Target, Assess and Develop
New Revenue Generating
Opportunities
• Strategize and Execute
Executive Vision
• Strengthen Brand
Internally and Externally
• Create Cross-Functional
Team Culture
• Champion Change
Internally and Externally to
Drive Growth and Reduce
Costs
• Develop Sound Business
Cases and Market Growth
Strategies
• Substantially Improve
Operational, Financial and
Asset Performance
2

3. Global Experience
3

4. Max
20201990 2000 2010
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Credentials
BA MBA
4
CE
ANSERI

5. Experience Linking Revenue Growth and Excellence Initiatives *
Global Enterprise
Excellence
Centers of
Excellence
Mergers &
Acquisitions
Turnarounds
•  Revenues
•  Gross Margin
•  Operating Margin
•  EBITDA
•  Excellence
•  Margin Spread
•  Revenues
•  Efficiencies
•  R&D Focus
•  Market Share
•  Customer Care
•  Costs
•  Efficiencies
•  Best Practices
•  Customer Care
•  Redundancies
•  Costs
•  Headcount
•  Productivity
•  Efficiencies
•  Financial Position
•  Costs
•  Cycle Times
•  Process Errors
People and process excellence are the foundations for realizing sustainable revenue growth
* Detailed impacts provided on slides 9 and 10
5

6. Expertise and Accomplishments
Executive Management Financial Management
Assembled and directed executive
team, performing investment due
diligence to resurrect manufacturing
of iconic amphibious aircraft
(Antilles Seaplanes, Anseri Aviation)
Rescued multi-million dollar co-
development initiative and restored
executive relationships with SAP
Germany (KPMG)
Designed 4Cs Leadership Alignment
Framework to drive change and
mitigate risks (Solbourne)
Grew $30m practice developing
business internationally, point of
contact for client issue resolution and
contract disputes (KPMG)
Managed 15 internal and external
executives in various initiatives for
three global businesses (Chase)
Developed business relationships
with Chinese consulate and
executives (3i Global)
Champion of change and numerous
global change management programs
(SunPower, Boart Longyear, Citicorp,
Chase, KPMG, AT&T)
4Cs Leadership Alignment
Drive Change, Mitigate Risk
Developed financial plans and 10-year
revenue forecasts for a niche
consumer product in a $25 billion
global industry that is increasing 7%
annually (3i Global)
Delivered 30% under budget
launching consumer product in
Europe and N. America (MaxWax)
Negotiated multi million dollar
solution development and revenue
sharing with SAP Germany (KPMG)
P&L responsibility to maintain 42%
gross margin (Snickelways)
Secured 76.5% of firm-wide
allocated technology staff
development budget (KPMG)
Managed a $6 million budget for
internal and external resources while
leading 15 executives in various
initiatives for three global businesses
(Chase)
Developed and delivered finance
shared services policy compliance
training (SunPower)
Product Launch Costs
Projected vs. Actual
30% under Budget
Firm-wide Allocated Budget
Secured and Managed
0%
50%
100%
Projected Actual
76.5%
6

7. Expertise and Accomplishments
Operational Excellence __ _ __
Created a sales and product
management Center of Excellence for
three (3) global businesses, increasing
account revenues 20% (Chase)
Plateaued sales revenues reversed to
realize 25% increases (American
Furniture)
Increased cash flow 300% by
improving communications and client
training, turning poor performing
EMEA accounts into profitable key
accounts (Citicorp)
Reduced an average of more than
40% in processing cycle time through
practical lean implementations and
automation blueprint design (UPS,
Chase, Bank of America, Chase Visa,
Chase Home Mortgage, Citicorp)
Restructured sales organization and
service offerings for a nascent digital
technology firm to compete in the
Tier 1 consulting space, resulting in
10% increased business revenues
(Snickelways Interactive, Inc.)
Increased gross profits by more than
50% though Centers of Excellence
and shared services (SunPower,
Citicorp, Chase)
Revenue Growth in $MM
Plateaued Sales Increased 25%
Center of Excellence
Increased Gross Profits > 50%
Designed SAP’s Customer Profitability
solution to increase revenue growth
opportunities and profit margins for
the financial services industry
(KPMG)
Restructured global support systems
and processes to drive increased
revenues (company 37%, division
45%) and excellence performance
(trend 18%, margin spread 5%)
(Boart Longyear)
Improved asset performance by
optimizing capital utilization, reducing
fixed costs by $1.3 million (Pearson)
Designed business model with
integrated audit controls to ensure
compliance, reduce costs and
improve asset management (Chase,
Bank of America)
Restructured global account and
service management organizations to
improve client relationships and
reduce exception processing by 90%
(Citicorp)
Designed a Center of Excellence
procurement model to reduce costs
by ~$27m (NPV), increasing gross and
operating margins (Georgia-Pacific)
Revenues in $000
Revenues Increased 37%
Excellence Indicators
Excellence Trend Increased 18%
0
20
40
60
'00 '02 '04 '06
Savings
0 10 20 30
Revenues
-
1,000,000
2,000,000
3,000,000
'06 '07 '08 '09 '10 '11
Net Sales
0.00%
20.00%
40.00%
60.00%
'06 '07 '08 '09 '10 '11
Margin Spread
Excellence Trend
7

8. Expertise and Accomplishments
Strategic Planning Tactical Execution
Resource strategy for $20 billion
manufacturing company’s sourcing
organization, with expected savings
~$28 million NPV (Georgia-Pacific)
$400 million products division’s
global Oracle ERP Order to Cash staff
enablement and execution strategy
for on-time Go-Live (Boart Longyear)
Business planning for a niche
consumer product in a $25 billion
global industry that is increasing 7%
annually (3i Global)
Strategic go-to-market plan to
launch a global luxury product with
10-year revenue forecasts of $200
million
(3i Global)
Product innovation concept, market
research, design, development,
marketing and distribution to drive
incremental revenue growth
(Brown-Forman, MaxWax)
Business development strategy for
the $800 million Latin American
market, capturing 15% market share
(KPMG)
Consumer advocacy strategy to
increase revenues minimum 20% for
global products portfolio (Nestlé)
New Product Planning
10-Year Revenue Forecasts
Totaling $200m
$800m Latin American Market
First-Mover $120m Market Share
Opportunity
Implementation of standardized
account management and A/R
policies, increasing cash flow 300%
(Citicorp)
Global rollout of sales certification
program, 95% certified < 6mos.,
revenue increased 20% (Chase)
Rollout of Oracle ERP training
programs: design, development and
delivery in the US, Canada and the
Philippines for on-time Go-Live dates
(Boart Longyear, SunPower)
Systems conversion change program
developed and delivered in 1/10
budgeted time (AT&T)
Product development, marketing and
distribution throughout Europe and
North America 30% under budget
(MaxWax)
Planned and executed merger of two
international business units, saving
$8-9 million in hard costs (Citicorp)
Developed Change programs to
impact culture, skills, and knowledge
transfer for ERP implementations
(SunPower, RTD, Boart Longyear, DJJ,
UPS, Chase, UBS, Citicorp, AT&T)
New AR Policy
Implementations
Cash Flow Increased 300%
Merger
Business A Business B
$8-9m Realized Synergies
1 2 3 4 5 6 7 8 9 10
15%
0% 50% 100%
<30 Days
90+ Days
Cash Flow
8

9. Major Strategic Excellence Initiatives
Situation Actions Results
Boart Longyear: Disparate
operating model with regional
support systems and regionally
managed logistic processes
Objective: Global Enterprise of
Excellence
• Consistently communicated a unified global
business message
• Implemented single ERP platform globally
for sales, production and support functions
• Restructured supply chain, logistics and
“availability-to-promise” processes
• Designed and delivered dynamic,
comprehensive change program for 40+
countries
• Revenues:
Company 37%,
Prod Division 45%
• Gross Margin 11%
• Operating Margin
40%
• EBITDA 60%
• Enterprise Excellence
18%
• Margin Spread 5%
Georgia-Pacific: Redundant
sourcing processes that both
detracted from management
focus on production and increased
raw material costs (lack of price
negotiation leverage)
Objective: Center of Excellence,
Supply Chain Sourcing
• Assessed multiple site processes and
technologies
• Addressed gaps and issues
• Presented Center of Excellence design and
business case for SRM solution
implementation
• Developed and delivered sourcing tools to
realize production benefits
• Centrally-led Center of
Excellence model
• Operating cost $27m
(NPV)
• Materials and
equipment price
negotiation leverage 
Chase: Flat-lined revenues year-
over-year
Objective: Center of Excellence,
Sales and Product Management
R&D
• Analyzed global sales patterns, created
assessment processes to determine root
causes
• Developed and delivered sales approach
and product certification program globally
• Dedicated Professional Development team
for Sales and Product Management R&D for
3 global businesses
• Payment Products
revenues 20%
• 95% global sales force
portfolio-certified
within 6 mos.
• Product R&D success
130% by partnering
with client base
9

10. Major Strategic Excellence Initiatives
Situation Actions Results
Citicorp Global Payment
Products:
M&A integration of international
payment product business units
Objective: Center of Excellence,
Processing and Customer Care
• Assessed people, processes and
technologies, financial and global customer
impacts, international logistics and vendor
management
• Presented feasibility studies and detailed
integration and communication plans
• Standardized and streamlined operations,
leveraging Kaizen philosophy
• Developed and delivered training programs
to new hires, existing employees and
international customer base
• Onshored > 75% of
acquired business
• Operating costs $8 –
9m (~35% of revenues)
• Standards for
customer care and
account management

• Headcount 30+%
SunPower: Disparate regional
finance and HR organizations
Objective: Global Shared Services,
Finance and HR
• Developed communication and change
plans and materials for global offshore
shared services center for finance and HR
functions
• Delivered change program, implementing
best practices, controls and compliance
requirements
• Labor cost 50+%
• Governance and
compliance 
Ford: Excessive complexity of
SKUs hinder profit growth
Objective: Lean Manufacturing,
Inventory Rationalization
• Assessment of product complexity drivers
and impacts on downstream costs
• Deep analysis and segmentation of high-
performing SKUs vs. low-performing SKUs
• Development of a qualitative and
quantitative SKU scorecard to determine
rationalization opportunities
• Manufacturing and
inventory costs 35+%
• Product lifecycle
management 
10

11. Max Sutherland, an
action-driven corporate strategy and
development executive, brings more
than 25 years of global growth thru
people and asset performance
improvement experience to the table.
Max focuses on end-to-end strategic
planning, tactical execution and change
management expertise to optimize
top- and bottom-line financials,
and became a marketing and excellence advisor to project
teams in KPMG Consulting’s R&D group.
In addition, Max has over 20 years of leadership experience
driving and executing corporate strategy and business
development efforts in Latin America, North America, Europe,
and Asia. Max restructured sales organizations, addressing
branding issues and customer/advocacy strategies, and
realigned service offerings to meet customer needs and market
trends. He also developed business models to drive
incremental growth; developed performance metric tools that
drove 25% increase in business revenues; and rolled out a
global certification program that resulted in 20% average
increased revenues per client.
As with all successful executives, Max has been a leader of
change throughout his career and a strong advocate of staff
development and client/customer involvement to implement
strategic initiatives to accomplish business goals. His ability to
build energized teams is evidenced by his change
management expertise, developing long-term internal and
external relationships, gaining stakeholder buy-in, and
resolving critical and complex issues. Furthermore, Max’s
enterprise-wide acumen and attention to detail when
analyzing investment opportunities have saved investors in
excess of $40-80 million. His extensive experience spans six
(6) continents, diverse cultures and multiple industries,
providing insights and best practices to broad business
challenges.
Max earned his Bachelor’s degree in Economics and Political
Science from Indiana University, an MBA from Duke University
in 2004, and speaks German, French and Italian from frequent
living and working in Europe and managing EMEA accounts.
connecting revenue growth to cost-saving initiatives to
consistently exceed expectations.
His career is solidly grounded in driving revenue growth
through excellence with early wins that include a Fortune 50
M&A integration, optimization of resources and supply chain
processes, and restructuring of global account management
and service management organizations, turning poor
performing accounts into profitable key accounts. These
highly visible initiatives created a global Center of Excellence,
saving more than $8 million in annual operating costs and
increasing cash flow by more than 300%.
He is also credited with optimizing infrastructures, lowering
operating costs and time through lean process
implementations and improving customer service that
significantly improved revenue generation and overall
performance. Max also played a key role in architecting a
CRM customer profitability solution to drive additional
revenues by harnessing holistic customer data and market
trends. He successfully negotiated the multi-million dollar
development and revenue sharing terms with SAP Germany to
seal the deal
11

12. Contact Information
Max Sutherland
914-374-1250
maxsutherland01@gmail.com
Twitter
@maxsutherland
LinkedIn Profile
http://www.linkedin.com/in/maxsutherland