Hugh Charvat

For more than 50 years, West Marine has been the premier retailer of boating, fishing, sailing and paddling gear. With more than 240 stores located in 38 states and Puerto Rico and an eCommerce website reaching domestic, international and professional customers, West Marine is recognized as a leading resource for cruisers, sailors, anglers and paddlesports enthusiasts.

Mishimoto, the world leader in performance cooling products, was created for automotive enthusiasts by automotive enthusiasts. Established in 2005, we have more than a decade of experience in working toward our goal of providing superior cooling system upgrades. Mishimoto has produced a line of upgrades to fit nearly any application, including sport compacts, powersports, trucks, Jeeps, muscle vehicles, daily drivers, and the classics.

Since H2 2019 advised private equity firms on more than forty auctions/companies – largest closed transaction represented $1.5b in revenue (two, simultaneous acquisitions). Target company revenue ranging from $50m to $900m. Industries covered/advised included industrial distribution, automotive parts manufacturing and distribution (both discretionary and non-discretionary), heavy duty OTR and off-road parts manufacturing and distribution (aftermarket and OEM), power sports, and industrial electronics (RF and wired sensors)

MAG operated nine business units across North America producing and selling more than 19 brands. With approximately $500m in annual revenue and 1,500 employees serving the power sports market. Owned by a group of three financial sponsors. * Assumed leadership of MAG four months after the company emerged from bankruptcy *Generated $15m in incremental operating cash flow in first 9 weeks by managing OpEx and working capital without any headcount reductions * Established inaugural SIOP processes enabling reductions in inventory without sacrificing customer fill rate or service levels * By "unwinding" the vertical, created five independent divisions/companies that were much nimbler and more efficient while being easier to sell as no carve-out was necessary. By eliminating the corporate office and related headcount including CEO, CFO, VP HR, generated $6m in annual EBITDA improvement * With the unwind completed, the Board sold the second largest division (J&P Cycle) in January 2020 to private equity for $30m.

APC Automotive Technologies was formed by acquiring Centric Parts and merging that company into AP Emissions Technologies. This created a leading manufacturer and supplier of automotive aftermarket components serving the industry through multiple channels. * Built out a top performing team that included CFO, VP of Marketing, VP of FP&A, VP of Business Development, VP of Corporate HR, a new EVP of Sales, two divisional Presidents, one plant GM, new VP of Operations, and Divisional Controller * Executed the investment thesis and launched five operational initiatives that were anticipated to add $15m in annual EBITDA. These initiatives included a new ERP, Sales Force Reorganization, DC Footprint Optimization, Relocation of a Remanufacturing Operation, and Business Consolidation. LTM Q1 2018 Pro-Forma annual EBITDA realized from three of these projects totaled approximately $8m * In addition to the initiatives mentioned above, launched a Global Sourcing project to stabilize roughly $200m in spending and was a pathway to create a procurement office in Asia * Completed the acquisition of DuraFit, a Heavy-Duty Emissions control product line from a publicly traded company in September 2017. LTM Q1 2017 Pro-Forma EBITDA realized from this acquisition and integration was $2.9m * Repaired essential customer relationship for the suspension division with their largest retail customer – through June 2018, largest retailer was 19% over budget YTD and 28% over prior YTD

AP Emissions Technologies is a leading manufacturer and supplier of automotive, light truck and heavy-duty exhaust and emission control products. * Put new, capable managers in place to drive overall performance and support and reinforce the culture of the organization * In first four months improved fill rates from the 78% to 98%, corrected lead times from as much as three weeks to 48 or 72 hours (depending on type of order) * Took over sales leadership and mended damaged relationships with top customers that were the result of poor fill rates, lead times, and prior sales leadership * Launched new products on both the exhaust and emissions control sides of the business to expand sales and meet competitive threats in the marketplace * Achieved EBITDA plan for 2016 due to improvements made to the business in H2 – far exceeding the Board’s expectations * Upgraded the senior leadership of AP in preparation for the merger with Centric Parts, forming APC Automotive Technologies

Joined Tomkins PLC to run two divisions; Schrader International and Plews-Edelmann. Schrader was a privately held global manufacturer and distributor of tire pressure monitoring systems (TPMS) as well as other pressure related valve and sensing technologies with eight manufacturing facilities and ten sales and engineering offices around the world selling to automotive and industrial OEMs and various aftermarket channels in more than 40 countries. Annual revenues of $550m and employment of 2,500. Schrader’s global footprint consisted of nine plants, eight sales and engineering offices, and five customer technology development centers. * Worked with senior management to take Tomkins private in September, 2010, for $5b USD * Shortly after taking the company private, sold Plews in April, 2011, for an 6x multiple * At the same time, integrated Schrader’s two divisions into one combined entity and reorganized the management team to prepare the company for rapid, organic growth * Grew Schrader’s revenue from $316m in 2009 to $450m in 2011 while increasing EBITDA margins from 12% to 18.5% respectively * Sold Schrader to a private equity firm in April 2012 for $505m * Continued to grow revenue organically by expanding into North American and EU markets while driving operational and manufacturing efficiencies * Increased revenue to $500m and EBITDA of $100m in 2014 * Sold Schrader in 2014 to a strategic buyer in 2014 for $1b, a 10x multiple, generating a 3x MOM for the sponsor

FleetPride consolidated the highly fragmented aftermarket parts and service distribution market segments serving the trucking industry. Through aggressive acquisition in less than two years, FleetPride became the leading independent company in the heavy duty parts distribution space. Owned by private equity. * In eleven years completed three corporate PE transactions, acquired more than forty heavy duty parts distributors and integrated them seamlessly into FleetPride * Established a China Procurement Office (CPO), hired engineering and logistics staff in Shanghai * In the first 12 months of the CPO, lowered COGS and supply chain costs that increased EBITDA by $8m * In the US, consolidated multiple, purchasing offices (the result of acquisitions) into five regional offices and lowered SG&A * Developed and implemented SIOP across the supply chain which improved inventory turns and fill rates * Standardized all buying programs with suppliers, lowered COGS, and increased rebate income – positively impacted EBITDA by $15m * Led corporate marketing and branding and developed a comprehensive private label product offering including the largest category; foundation air brake * By establishing the OTR brand for brakes, lowered COGS while creating a brand that grew category sales by 25%