David F. Mitchell Senior Executive

1. David F. MitchellSenior Executive Aerospace, Defense & Government Services Logistics, Sustainment, Manufacturing and MRO

2. Personal Leadership Attributes Lead from the front. Be visible. Communicate. Take responsibility for the success or failure of your team. Never ask anyone to go where you wouldn’t go. Then give them everything they need to succeed. If it ain’t broke – fix it anyway. Someone is always breathing down your neck and technology is changing the way we do business faster than most of us can keep up. Even if you’re best-in-class, you’d better be improving or you’ll soon be overtaken. Know your customers. Have you ever been told by your management team how much your customers love you just before you lost a major contract or account? I’ll bet you have. Know yourself. Do you really know your competitive advantage and are you leveraging it to grow your business? Engage your employees. These folks are much closer to the fire than you will ever be and they possess a great diversity of opinions, ideas, and capabilities. Get lean. Lean manufacturing principles and techniques work in all industries. Apply them to your support functions and back office activities as well as your production and operations functions. Treat EVERYONE with dignity and respect. Global Operating and Senior Management Executive with a successful record improving sales and profit performance. A proven leader with an ability to quickly identify key problem areas impacting performance and develop winning strategies to eliminate waste, improve operational efficiency, reduce cost and increase profits. Strong strategic planning, business development, and organization alignment skills driving growth and accountability. Hello, I’m David Mitchell Results Grew international sales 5x in one year Achieved 120% year over year growth Won $1B & $750M long-term contracts Realized four year CAGRs of 50% and 35%, respectively, in two diverse business segments Translated internal capabilities into a +$100M external business Malcolm Baldrige National Quality Award Core Competencies Visioning & Strategic/Operational Planning Reorganization and Turnaround Operations and Process Improvement Cost Reduction & Profit Optimization Global Market Penetration & Pricing Strategies Forecasting & Budgeting Joint Ventures & Strategic Business Partnerships Bidding/Negotiating Large Government Contracts M&A & Business Integration

3. DRS Technologies Saudi ArabiaManaging Director

4. Movement Tracking System (MTS) Tactically Unlimited Configurability (TUC) (Click here in Slideshow mode to view TUC video) McLane Advanced TechnologiesChief Executive Officer Engaged to turn-around a privately held government and commercial logistics and information technology services company experiencing operational performance issues and declining sales and profits. • Created a $300M+ new business pipeline, captured $60+M new business in first year and eliminated $9M annualized indirect cost. • Solidified Microsoft partnership and successfully rolled-out a new supply chain management solution embedded within the Microsoft Dynamics AX ERP suite. • Installed new leadership, implemented a customer-focused organization and developed new processes resulting in ISO 9001-2000 certification. CMMI Level 3 rating.

5. F-15 Air Navigation Multiple Indicator (ANMI) Carry-on Situation Awareness System (COSAS) F-16 Commercial Fire Control Computer (CFCC) F-15 Flat Panel Control Indicator (FPCI) MTC Technologies, Inc.Executive VP Modernization & Sustainment Group • Consolidated and integrated three acquired small businesses – Onboard Software, Inc., Manufacturing Technologies, Inc., & Aerospace Integration Corporation – with a legacy engineering and technical services business to form a single integrated modernization and sustainment group providing a full spectrum of sustainment solutions including: • OFP Development and upgrade • Obsolescence redesign and F3I • DMSMS Management & Solutions • Product design, development and upgrade • Electronic and Metal Manufacturing • Systems Integration and Technology Insertion • Fixed and Rotary Wing Aircraft Modification • Generated >$5M in annual overhead savings, increased margins 22%, achieved 17% growth in critical markets, captured $1B sustainment contract. • Using IR&D resources, developed software and hardware for an F-16 Commercial Fire Control Computer leading to a follow-on production contract for 300 aircraft plus spares. C-130 Hatch Mounted Antenna

6. C-130 / C-130J Modifications, PDM, • SMP 515, CLS • USAF, USN, USCG, • Pakistan, Romania, France, Portugal, Saudi Arabia, Philippines • Certified Parts & Repairs • F-22 ICS • Tyndall AFB Aircraft • Maintenance & JEIM • Gulfstream – 550 Special Electronic Mission Aircraft (SEMA) for IAF • C- 9 DLM • P-3 PDM • P-3 SMIP • P-3 AIP • USN, Pakistan, Netherlands • C-5 AMP Kitting & • Installation • C-5 Spares & Repairs • F-16 CLS/ICS • Italy, UAE, OMAN • F-16 OBOGS • F-16 Spares & Repairs • L-1011 & Jetstar Post Production Support Lockheed Martin Aircraft & Logistics CentersVP/GM Aircraft Sustainment, VP/GM Contractor Logistics Support • 120% year over year growth in technical services business, 5x increase in international spares/repairs, 60% year over year increase in EBIT, and three year CAGR >50% for supply chains services. • Restructured organization and consolidated resources to eliminate over $9.5 Million in overhead expenses. Installed new leadership and implemented lean process flows to achieve a 40% reduction in P-3 PDM/SMIP/AIP cycle time and cost. • Expanded business base to win domestic and international aircraft maintenance, modification and logistics support contracts yielding over 30% ROS. Air Force Integrated Prime Vendor

7. Defense Support Services, LLCFounding Chairman DS2 Board & Tyndall Site Mgr Who We Are Defense Support Services LLC (DS2) is a Lockheed Martin and Day & Zimmermann company. It was created to focus the resources of two of the industry's leading suppliers in equipment and facility maintenance. With over 8,000 professionals working within DS2 and its associated joint ventures, DS2 supports the Department of Defense on five continents at over 100 locations. What We Do Our support services cover the entire spectrum of DoD's equipment and facilities. We work on aircraft, ships, and vehicles. We maintain many of the weapon systems in use today including: Aircraft Platforms F-22 F/A-18 F-16 F-15 F-4 C-5 C-130 A-10 AV-8B AH-64 MH-53 OH-58 UH-60 UH-1 CH-47 Ground Equipment Maintenance Aircraft Ground Equipment (AGE) Military Wheeled Vehicles Military Tracked Vehicles Commercial Vehicles Ship Operations & Training Barge Ferry Operations Off-Shore Petroleum Distribution Military Sealift Command Missions Small Craft Maintenance Underway Replenishment Facility Maintenance Training Facility Support Warehousing & Transportation Power, Water, & Heat Motor Pool Roads & Grounds Building Maintenance Family Housing DS2 directly supports a wide variety of combat and support units from the Army, Navy, Air Force, Marines, and Coast Guard. This mission includes support at the unit, intermediate and depot levels. Many of our teams are deployed with the unit. We also directly support high visibility elements of the military such as the Army's Golden Knights and the Air Force's Thunderbirds.

8. The Boeing CompanyDirector, KC-135 Life Cycle Customer SupportDirector, KC-135 PDM P&L responsibility in excess of $300 million annually. Led development and implementation of a plan to convert KC-135 PDM from Government Furnished Material (GFM) to Contractor Furnished Material (CFM) adding $65 million annually to KC-135 support programs. Captured program to install Global Air Traffic Management (GATM) modification to 400 aircraft. Increased throughput 300%, slashed customer reported defects by 85%, and reduced cycle time and cost by 43% in only one year. Led contract restructuring initiatives that resulted in $150 million increase in annual revenue and $50 million improvement to bottom line. Received 2002 Texas State Quality Award and 2003 Malcolm Baldrige National Quality Award. KC-135 PDM Line David Mitchell, Center, escorts Boeing Chairman Phil Condit on tour of KC-135 PDM Line

9. Barnes Aerospace, Barnes Group, IncGM Advanced Fabrications Division • Implemented an ISO 9000 quality system and Enterprise Resource Planning (ERP) system. • Organized manufacturing into business units to improve management accountability. • Implemented a Lean Manufacturing philosophy using Kaizen, Kanban, and Six Sigma tools. • Converted a labor hour standard cost accounting system to a machine hour system providing better visibility and more equitable distribution of cost. Results included: • Vastly improved delivery performance and achieved greater than 99% quality with major customers. • Increased order bookings by 24% the first year. • Reduced net inventory 78%, cut direct labor costs 28% and material costs 16%, slashed capital costs 40% and operating expenses by 23%. Cut manufacturing cycle time more than 20%. • Division performance profit increased 88% over two years.

10. Pemco Aeroplex, IncGroup VP Government Services, VP Business DevelopmentGM Fighter Aircraft Corrosion Control Facility • P&L responsibility for the largest of three operating groups in a $130 million company. • Operational responsibility for a 1,200-employee, 1.75 million square foot manufacturing facility. Largest 3rd party repair station in North America • Captured $33 million in contract claims. Achieved $12 million in incremental annual revenue and $15 million bottom-line improvement in one year. Helped secure $20 million revolving credit facility. • Increased revenue per direct employee by 20%. Turnaround times and man-hours were reduced 28% and 30%, respectively. • Led the establishment of a team that designed and subsequently converted UPS B-727 freighters to a quick-change configuration. From design through certification the project was completed in nine months. Largest repair station in North America KC-135 PDM C-130 PDM C & D Checks Pax to Freighter and QC Conversions

11. United State Air ForceWorldwide Assignments – Aircraft Maintenance, Fighter Pilot • Worldwide assignments in aircraft maintenance, operations and training • Decorated combat veteran • Military awards and decorations • Meritorious Service Medal x 3, Air Medal x 3, Air Force Commendation Medal x 2, Aerial Achievement Medal x 3, Combat Readiness Medal x 2, Kuwait Liberation Medal, Southwest Asia Campaign Medal x 2 • Air Force Outstanding Unit Award x 2 • Other awards and recognition • Best OMS in SAC x 2, Robins AFB Company Grade Officer of the Quarter, Undergraduate Pilot Training Military Training Award, 9th Air Force Aircrew of Distinction, Tactical Air Command Superior Achievement in Aircrew Safety Award, Top Graduate/Distinguished Graduate Pilot Instructor Training, Torchlight ’88 Team Captain Introducing my son to an old friend - F4-D 66-463.

12. “I can think of nobody better than David Mitchell to lead an organization through a transition to excellence in lean, whether the organization needs a turnaround or needs to build a upon a strong foundation to become even more competitive.” Jon Miller, CEO, Gemba Research “…(David) became immediately effective in improving the on-time delivery and quality performance of the program by implementing Lean manufacturing processes in a depot maintenance environment… I strongly recommend David for any role which requires an in-depth knowledge of production, support or business development.” Glenn Hess, CEO, Northstar Aerospace “David's strategic approach to the Aircraft Sustainment business led to a consolidation that reduced operating costs while leveraging the strengths of each operating unit.” Walt Sirmans, VP Programs, GKN North America “David's leadership of the group and changes that he directed through this restructuring resulted in significant savings of up to $5M in overhead... engineering services grew over 12% in 2008... one of the wholly owned subsidiaries demonstrated over 17% growth for 2008.” Bob Shuey, SVP, MTC Technologies “David effectively consolidated the business performing supply support services, made organizational and leadership changes to improve performance, and effectively positioned the business to win a new ten year, $750M supply support contract with DLA defeating a well performing incumbent contractor.” Tom Goudreau, Director International Sustainment, Lockheed Martin “David would be a great asset to any company that has a strong desire to optimize their operations and to develop future leaders in their organization to their full potential.” Mike Hanna, Director Experimental Flight Test, Hawker Beechcraft Recommendations