John Kerley

Piedmont, CA 94610 | +1.510.388.2178| jkerley34@gmail.com

LEADING THE WAY TO FEASIBLE ALTERNATIVE ENERGY AND ENERGY EFFICIENCY C-Level Exec: Green Energy Initiatives Real Estate/Development/Construction Production Implementation Conservation Senior executive with a history of turning challenges into opportunity for established multibillion-dollar companies, startups, and new mergers/divisions. Repeatedly realized triple-digit growth in challenging circumstances. Used business development strategies to quadruple market segments, add highly profitable new business lines, and land strategically important projects. Twice, completed mergers with companies on unstable financial footing, using operational controls, vendor negotiation skills, and staff reorganizations to turn them around. Alternative Energy: Spent 5 years studying alternative energy industry, building strategic relationships with leading-edge luminaries and companies, forming ZEB Energy and winning implementation projects for a major grocery chain as well as a prominent university. Prior active member of the University of California Center for the Better Built Environment, a think tank where prominent industry leaders and internationally recognized researchers produce substantial, holistic, and far-sighted research on buildings. Real Estate/Commercial Building Applications/Construction: 20+ years of experience as a commercial construction executive, one of the youngest Division Managers ever appointed at industry-leading Koll Company.

PROFESSIONAL CONTRIBUTIONS

ZEB (Zero Energy Buildings) Energy

Piedmont, CA; 2011Present Alternative energy startup launched in 2010. Specializes in fully integrating power generation (fuel cells), energy efficiency, and energy efficient products and services for commercial business and buildings. Strategic Partners: Bloom Energy and ClearEdge Power.

President and Chief Executive Officer, Founder: Hold strategic and P&L accountability for all aspects of
organization. Head business planning, R&D, supply sourcing/negotiating, investor relations, business development, strategic partnership, marketing, and operations activities. Integrating Traditional and Emerging Technologies for ROI-Feasible Commercial Solutions in Alternative Energy Situation: The market for alternative energy (i.e. solar and wind) and energy conservation products are not feasible stand-alone offerings without massive taxpayer subsidies. If these could be combined with traditional and/or emerging technologies as a single solution for commercial buildings, the result would be a profitable business. Approach and Results: Drawing on extensive commercial construction and alternative energy experience, performed 5 years of pre-launch analysis on the emerging alternative energy market. Developed relationships with key players in the alternative energy industryespecially with companies that were not yet publicly launched. Reached out to capital market for VC and/or investors to fund transition from macro to micro alternative energy. Established partnerships with Bloom Energy and ClearEdge Energy. The former is an apparent leader in 100kw plus fuel cell technology, the latter is on the cutting edge of Combined Heat and Power (CHP) 5 kW Proton Exchange Membrane (PEM) fuel cell technology. Developed business model to generate over $25 million/per year of sustainable potential revenue by winning contracts for installation of partner fuel cell products, including 1.9 Mw for installation at a major Southern California university and 25 Kw combined heat and power for a major grocery chain. Set stage for opportunities in other combined technology applications and market introductions to early adopters, despite temporary halt in production on the part of main partner, ClearEdge Power. Opened dialog with investors.

Donnelly Kerley Builders, Inc. (DKBI)

Foster City, CA; 20062011 $65 million commercial builder and construction management firm resulting from merger of 4 separate companies in 2008.

President and Chief Executive Officer : Full executive accountability for 50-member organization. Previously,
owned JCK Company and JCK Builders that were growing in revenue and market share in the consulting, commercial general contractor, and construction management space. Following a consulting engagement with Venture Builders and WCP Services, the 4 companies merged to take better advantage of their individual strengths in a shift from client-focused services to a broader market-based company.
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John Kerley
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Piedmont, CA 94610 | +1.510.388.2178

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Achieved profitability within 6 months of launching JCK Builders and JCK LLC, focusing on consulting and construction management to limit costs until reaching profitability. Met business plan goals, landing contracts for 2 multimillion-dollar midrise construction projects that fulfilled sales targets for 18 months. Merging Firms to Execute Contract to Manage $650 Million Multiuse Entertainment Complex in Los Angeles Situation: JCK Company and JCK Builders were based on a model of partnering/merging with complimentary companies in order to grow without overreaching. With the award of a contract to manage a portion of the LA Live complex in Los Angeles, that model was accelerated because the complicated, 4-year project required specialized resources. Approach and Results: Identified Venture Builders as an ideal partner. Addressed accounting and previous debt deficiencies, previously unknown to Ventures owner, which could have thwarted the deal. Worked with owner and his team to resolve deficiencies to make deal viable. Negotiated with Ventures debtors and helped owner replace ineffective systems and personnel. Newly formed DKBI had the capacity to execute the massive project while effectively managing cash flow. Merger with Venture was favorable for both parties and gave DKBI access to valuable vendor relationships, thanks to proper handling of Ventures debt situation. Ventures fiscal reform was solidified internally and externally with the rebrand as DKBI, and the newly formed nd company was profitable in its 2 year.

Howard S. Wright Construction Company (HSWCC)

San Francisco, CA; 20012006 $250 million West Coast construction company with 500 FTEs and 100+ year history that changed hands in 1985 and 2000.

President, California Territory: Recruited to lead expansion of Northwest-based company into California.
Established strong regional presence, growing California revenues to $150 million and a 100-FTE team. Served on board. Creating 16-Month Investor ROI with Expansion into California MarketDespite Cash Flow Crisis Situation: Portland-centered company wanted to increase revenue from California. The planned expansion became increasingly challenging as multiple clients in HSWCCs high-tech niche declared bankruptcy, leaving problems with cash flow and potential vendor liabilities. Approach and Results: Worked with BOD, CEO, and CFO to create a business plan for expansion that included complete financial projections/goals/constraints, marketing plans, key hires, strategic objectives, schedules, and operations plan. Hired key regional marketing managers to implement plan to sell the company by direct personal contacts in the industry. Hired legal support team and formed a plan to minimize financial and PR problems resulting from the mass default of tech-company clients. Spearheaded efforts to negotiate liabilities to suppliers and subcontractors. Set up offices in Irvine and San Francisco, CA within 1 year with support of creditor vendors and subcontractors. Generated $100 million in sales with $150 million in backlog within 2 years. Two high-profile projects led to rapid growth and top-15 ranking of general contractors in California. Boosted total company profit 25% and delivered ROI to shareholder investment within 16 months.

Webcor Builders

San Mateo and San Francisco, CA; 19952001 $600 million general contractor, top-5 in Bay Area for total revenue. Merged with AJ Ball Construction in 1996.

Senior Vice President: After co-founding AJ Ball in 1995, recruited to execute corporate merger between AJ Ball and
Webcor in 1996 connecting the formers fast-paced growth with the long-standing reputation and industry contacts of the latter. Overcame industry downturn, economic downturn, and cash-poor position of Webcor at time of acquisition with executive ownership of marketing and business development strategies. Generated $12 million in first-year sales at AJ Ball and garnered $40 million in backlogged contracts. Collaborated to execute merger with Webcor as part of 3-member executive team negotiating the phased buyout, reorganization, executive succession, and growth planning of Webcor. Helped grow Webcor 900%from $60 million to $600 millionin 6 years by expanding from 5 market segments to 20+, adding high-margin profit centers, and implementing stringent operational guidelines and quality controls. Bachelor of Science, Construction Management, University of Washington, Seattle, WA NCAA Football: Member of Rose Bowl Team