Ryan Rohwer

I am leading Eaton's acquisition integration of Boyd Thermal from a commercial perspective. I'm part of a super-talented team that is integrating the business while supporting an impressive growth ramp. This is Eaton's biggest acquisition since Cooper Industries and is going to be a big revenue and profit driver for the corporation.

• Led global diverse teams located in Asheville, NC, Waukesha, WI, Raleigh, NC, Chicago, IL, Atlanta, GA, St Louis, MO, Querétaro, MX, Quebec, CA, and Pune, IN – 510 employees • Led the customer support teams serving all Electrical Sector Divisions representing ~$8B in sales • Teams provided commercial, technical, and sales support for customers of all Electrical America’s businesses • Focused on metrics and analytics, continuous improvement, AI, self-service, and talent development

Led 310 customer support employees serving PDCA, CRDS, ICD, CPD, EESS, and PSD. Global responsibilities included leading the Queretaro, Mexico EatonCare Shared Service Center, providing support services to all Electrical America’s businesses including the 6 divisions previously mentioned plus Bussmann, Crouse Hinds, Power Quality, and B-Line, and leading two India based support organizations.

• Lead the HR function for the Southeast Region Sales, Data Center, Utility, and Sales Operations • Support distributed workforce of 540+ sales and customer service professionals • Leading customer support improvement teams to create consistent process across all Eaton Electrical businesses • Leading team to create customer support Center of Excellence

• Lead the manufacturing and maintenance operations for a $230M facility – 150% growth YOY • Improved Total Labor Effectiveness from 43.2% to 46.7% • Improved OTD from 86.6% to 94.6% • Improved profitability (flex productivity) from 92.6% to 98.6% • Increased direct labor headcount by 62% due to increased demand • Phased out machining processes and equipment • Brought in 2 new production lines focused on remanufacturing and private label products, positioning the business more broadly in the market

Led the HR function for a 1200 employee, $570M manufacturing location. This is Eaton's largest site in North America, and third largest globally. In this position I had 7 HR and Administrative professionals on the team helping to progress our Eaton employee relations philosophy. Acheivements in this position include: • Record annual sales • Record daily sales • Record annual profit % • Record employee survey participation - 97% • Record employee engagement - 80% • Record participation in the reward and recognition program - 76% • Record TRCR of 1.38 • Record DACR of 0 • 2,587,776 manhours worked without a LWDC • Implementation of a market-based compensation strategy • Strategy to move to a performance based job selection methodology • Development of HR talent which was exported to other Eaton locations

• Make strategic decisions in Talent Acquisition, Compensation, Talent Mgmt, and Org Effectiveness for a 250 employee $102M facility • Achieved an Eaton Business Excellence score of 66% on Category 5, the highest score in the plant • Chief negotiator on a four year contract with the IAM – under budget first-vote ratification

• Worked with IBEW Union on RIF process, employee discipline process, and overtime equalization at Beaver plant • Divisional responsibility for HR deployment at locations in the United States, China, Puerto Rico, and Dominican Republic • Completed Achieve Global Trainer certification and conducted 20 leadership trainings for Front Line Leaders and Managers • Conducted statistical analysis of employee survey data and E-Star data to find trends and establish action plans for plants • Coordinated a 10% RIF at all division locations and managed Voluntary and Involuntary RIF process at Arecibo plant

• Directed 88 associates, 4 lead housekeepers, and 4 supervisors in housekeeping, laundry, and recreation • Managed $75K contract labor, $850K controllable expense, and $1.8M wage expense budgets • Implemented safety standards in all departments to decrease the number of guest and associate accidents • Created a new-hire training program and implemented hospitality training to increase associate retention and guest satisfaction

• Managed 80 associates, 4 lead housekeepers, and 3 supervisors daily in housekeeping and laundry • Implemented a successful room inspection program that helped raise overall guest satisfaction by 10% • Created and implemented an Associate of the Month recognition program to increase employee satisfaction scores • Streamlined inventory, purchasing, and budgeting processes to increase productivity and decrease inventory • Implemented Marriott bedding update successfully using a technique that became the benchmark for the western region • Awarded Manager of the Quarter, 4th Quarter 2005

• Managed 100 associates in the housekeeping and laundry departments according to Marriott principles and California law • Conducted interviews, implemented department policies, enforced discipline, and scheduled all associates • Coordinated controllable vendors/outside contractors, and managed the department ordering to budget • Increased Guest Room Cleanliness Score by 12% and Associate Satisfaction by 10% in 2004

• Supervised 40 associates in the housekeeping, laundry, and recreation departments • Performed payroll duties, scheduling, and documentation for all associates

Farm, residential, and light commercial construction project work; new builds and improvements.

Assembled and tested hydraulic cylinders.

Farm construction projects.