Ian Pierce

General manager (P&L Leader) for bracing direct-to-consumer (DTC) business. Leads team of 30+ product managers and Sales professionals responsible for strategy, sales, and marketing. Sales and Marketing leader (30+ employees and contractors). Total responsibility $60M+ annual revenue across 200 products. Channel Strategy & Margin Expansion: Developed and executed omni-channel strategy to exit low margin commodity-driven channel and shift resources to higher margin growth channels increasing product portfolio margin by 10% Strategic Planning: Led BU’s annual strategic planning process multiple years, Coordinated executives and C-Suite leaders to develop comprehensive plan for $500 M/yr BU Business Transformation: Arrested double-digit declining DTC business, on track to transform into growth business at accretive margins. Strategic Brand Alignment: expanded digital channels, trade association partnership, and brand enhancement. Market Activation/optimized pricing strategy led to introduction into two largest national sporting goods chains. Organizational Growth: Restructured sales team to fit multi-year strategy. Grew overall sales force (~12 to 37+) while reducing overall costs through standardized commission plans. Marketing Strategy Alignment: Led process standardization for new product development resulting in improved early stage rigor and organizational product portfolio strategic thinking. Achieved consistent alignment of product roadmaps to business unit strategic plan. Talent Development/Performance Management: Led cross-functional team to design and adopt competency development frameworks for Marketing and R&D functions

General management responsibility for all aspects of the degenerative knee portfolio (30+ products, $25M+ annual revenue) including: upstream (product development, market segmentation, customer-facing feedback) and downstream (marketing campaigns, S&OP coordination, margin improvement, revenue growth). Drove double digit year-over-year revenue growth in a historically declining category. Marketing Strategy & Portfolio Management: Led first comprehensive BU portfolio review and product rationalization in 5 years to achieve EBITDA growth target of 20 bps Strategic Planning & Executive Influence: Led marketing annual strategic planning process for NPI resulting in most extensive product roadmap since company acquisition—included C-suite content development and VP level alignment. Secured executive endorsement of 19 margin accretive projects projected to generate $48M incremental revenue during the strategic time horizon. New Product Introduction (NPI): Delivered new knee brace product at margin 10% above portfolio average and exceeding margin targets by double digits Continuous Improvement: Facilitated Strategic Leadership Team meetings including content creation, agenda setting, & critical action item tracking to completion Product Development planning process - managed scope creep. Established guardrails to ensure the product development process stayed aligned with business goals and target financial metrics throughout the product development cycle. Marketing Excellence & Org Capability: Streamlined New Product Introduction (NPI) process resulting in 18% schedule reduction with improved confidence in continuity of supply. Led change management for a team of 20 marketers to implement and improve Go to Market (GTM) and Product Lifecycle strategies across approximately 1,000 products.

Director Global Projects within ESAB platform

Global role sponsored by CEO to lead business improvement programs and strategic initiatives. Reported to SVP of Ops & Strategy with regular C-suite interactions, presentations, and meeting facilitation as member of the Global Sourcing Leadership Team. International and domestic travel (~50%) for commercial negotiations and performance management. Cross-cultural leadership. Operations Strategy & Cost Management: Led consolidation of $30M acquired business: plant closure, production relocation, SAP ERP, supply chain restructuring for economies of scale, and change of legal entity structure. $4M annual EBITDA improvement—largest savings across platform in year. C-suite sponsorship and coordination of VP-level teams. Sourcing Strategy & Trade Compliance: Managed Supply Chain, Product Management, and Legal teams in petitions to the US Department of Commerce, achieved 100% success rate resulting in 90% reduction in tariff impact to US P&L (closest competitor achieved 31% success rate). Operations Leadership: Coordinated global team to double ventilator production within 2 months to meet increased demand from COVID-19 pandemic Operational Excellence: Structured portfolio management process for global supply chain team of over 30 FTEs used across more than 500 projects, achieved 125% of team’s cost savings target ($5M overperformance) Danaher Business System (Lean): Kaizen participant for two facilities resulting in 40-60% efficiency improvements, drove cultural transformation to scale further enterprise value through kaizens Executive Influence: Key member of strategy team assembling report to Board of Directors 2018

-Student Admissions Committee - evaluated applications of prospective students -2017 Summer LEAD Mentor - guided team of high school students from across country in development of mock business proposal--team won Best Presentation award

Process engineer responsible for monitoring key performance indicators to debottleneck & troubleshoot the Lost Hills Field’s main oil and water cleaning plant. +Facilitated strategic steering team of area supervisors and decision makers to set vision and execution goals for growth of oil field. +Led coordination of program of strategic projects to improve key performance indicator (business unit critical objective). +Led field-wide cross-functional strategy review which successfully forecasted necessary projects to match production growth.

Managed strategy and execution of MOC program for California business unit in support of over 500 operations personnel, 15,000 active wells, and 6 geographically dispersed oil fields. • Influenced business unit key performance indicators from uncontrolled, out of compliance status to within statistical control limits and corp. targets within 6 months of taking role. • Managed interface between business unit and corp. headquarters in implementation of new tools, interpretations of evolving regulatory requirements, and adoption of local best practices across wider enterprise—recognized for success by senior leadership. • Coordinated and presented concise updates to business unit senior leadership on program execution and quality. Regularly received positive feedback on success of improvements and sustained program performance. • Ensured compliance with corp. and gov. requirements through targeted coaching, training, and tool support.

Responsible for leading capital projects related to facilities design and construction from business case through design, construction, and commissioning. Led coordination of teams of professional engineering designers, procurement professionals, and construction crews. • Delivered $20 million budget of facilities infrastructure construction projects within 10% accuracy • Executed regular stakeholder management up to business unit General Managers and Vice-President to secure endorsement of new vendor contracts and projects to introduce new technology to base operations.

• Managed production of $3 million annually (10% of total annual company revenue) & led projects related to supply chain, quality improvement, and process efficiency increases. • Decreased labor costs by 15% while maintaining production capacities for first time in department history. • Implemented and supervised quality assurance program and project review of 100% of department projects.

Minored in Technology Management at the UC Davis Graduate School of Management

Non-degree certification through Stanford University's Stanford Center for Professional Development. Coursework focused on development of general management skills through case-learning and overview of theory. Courses: +Converting Strategy into Action +Leadership for Strategic Execution +Managing Without Authority +Leading Effective Teams +Leading Change From the Middle +Executing Complex Programs