DAVID A. BOONE 8922 Cardross Cove X Germantown, TN 38139 Home: 901.753.1774 X Cell: 901.496.6363 X db15ad774@westpost.

net STRATEGY & BUSINESS DEVELOPMENT MANAGEMENT Highly accomplished, customer-focused executive with exceptional technical acume n who combines talents in bottom-line productivity improvements with top-line co mpetencies of differentiation and competitive separation. Proven ability to ment or and motivate large, geographically dispersed teams; lead successful startup a nd turnaround operations; and expand product reach and profit revenues by identi fying new markets and expanding products and services. Excels in driving change, leveraging technology and best practices, and managing stakeholder communicatio ns and expectations. Strategic Planning X Financial Oversight X Business Development X Client & Vendo r Relations X Outsourcing X Quality Assurance X People & Project Management X St artups & Turnarounds X Process Improvement X Workforce Planning PROFESSIONAL EXPERIENCE IMAGING SOLUTIONS AND SERVICES, Memphis, TN, 2008 to 2010 Privately held, $11 million Value Added Reseller of high-speed scanning hardware , ERP software, and business process outsourcing services OPERATIONS GENERAL MANAGER Directed day-to-day operations for Business Process Outsourcing Services (scanni ng, film conversion, and records management) division, ensuring the profitabilit y of four regional centers located in Memphis, TN; East TN; Atlanta, GA; and Roa noke, VA. Responsible for expanding service offerings, records management, outso urcing production, employee relations, and facility and records security. Develo ped cost/benefit analyses; computed financial and performance metrics; used Lean manufacturing principles to correct root-cause problems. Administered $1 millio n annual budget; supervised 40+ employees. X Worked closely with VP of Sales to expand product offerings and develop client relationships to bring in over $1 million in new business. X Independently identified a new market, acquired the equipment to service it an d improved earnings 1%. X Enabled firm to capitalize on a $3 million business opportunity in 2008 by ope ning a 20,000 square-foot operations center in Roanoke, VA. Negotiated space in an abandoned warehouse owned by the $8 billion national railroad client; hired a nd trained staff; contracted for utilities, equipment, software, and security. X Salvaged under-performing Atlanta facility by reorganizing with new supervisio n and stringent performance expectations. As a result, the: { Cost per searchable image was reduced by 50% for millions of scanned archived drawings and important office papers. { Facility achieved its projected annual sales of $1 million. { Key ($3 million in revenue) client was satisfied and open to extending the rel ationship. X Significantly improved performance across the business unit by emphasizing acc ountability and innovation, recording and monitoring staff activities, and elimi nating non-billable administrative tasks, as demonstrated by: { Focusing on the customer to reestablish relationships and delivering and susta ining 100% on-time delivery. { Identifying and communicating client expectations to sales, production, and cu stomer service staff by developing a clearly defined Statement of Work process. { Developing Excel applications to calculate project cost, pricing, and profitab ility and report ROI, gross profit, and operating margin. X Mitigated security risks by chairing a Security Council that also included the

CTO and CEO. Developed IT, corporate, and employee policies to ensure complianc e with audit and financial clients requirements. DAB CONSULTING SERVICES, Memphis, TN, 2007 to 2008 Business and financial consulting service provider serving Memphis-area clients OWNER Served as consultant and trusted advisor to small businesses struggling in the e conomic downturn. Managed billings and receipts; developed business plans; devis ed and executed marketing strategies. Negotiated terms and provided contracted s ervices on a fee and pro bono basis. Selected engagements included: X Motor repair client: Analyzed assets, location, business conditions, and selli ng opportunities. While area crime statistics prohibited selling or leasing the entire company, the owner was able to generate sustainable revenue by leasing th e parts fabrication operation. X Auto parts reseller: Advised owner of potential liabilities associated site en vironmental violations occurring over a 50-year span. Identified a local univers ity specialist who could help with remedial actions. INTERNATIONAL PAPER COMPANY, Memphis, TN, 1995 to 2006 Formerly the worlds largest wood products company with 60,000 employees and sale s of $24+ billion CONTAINERBOARD DIVISION MANAGER OF STRATEGIC PLAN DEVELOPMENT, 2004 to 2006 Member of two-person team charged with long-term optimization of division assets . Developed complex financial analyses and models; reviewed business cases; coll aborated with leaders across the global organization. Provided business and fina ncial insight used to make decisions involving multi-billion dollar investments. X Enabled management to assess multiple scenarios and supply chain metrics (logi stics cost, manufacturing efficiency, and customer delivery requirements) by dev eloping a well-received Excel application. X Chosen to evaluate a new technology that produced thicker fiberboard with less fiber. Traveled to Sweden and Poland to view the process in action; wrote a det ailed white paper recommending that the company not pursue the risky, expensive, and unreliable technology. CONVERTING PAPERS NEW MARKETS & TECHNOLOGY DEVELOPMENT MANAGER, 1995 to 2004 Provided technical expertise and direction for product development projects, ass essed new markets and advanced new technology V potential market evaluations, an d customer response V customer value activities for five business units, each wi th sales in the hundreds of million dollars. Supervised a Ph.D. who managed the Voice of the Customer process; influenced the work of six product development en gineers; set priorities for some 30 R&D doctorate-level scientists. Served as li aison with manufacturing managers and as subject matter expert on Stage Gate Pro duct Development processes. Participated in ISO 9000 qualifications and related projects. X Contributed to a 12% market share increase for a $1 billion business by using a roundtable model (later adopted across the organization) with a cross-function al team of experts in defining success criteria. X Led multiple project teams in a supply chain efficiency initiative that lowere d costs by nearly $2 million in a 12-month period. X Drove a $25 million capital project to produce an improved product used by con verting equipment, resulting in a competitive advantage for a $500 million busin ess and recognition for audaciousness by company CEO. X Satisfied market need as inventor U.S. Patent No. 6,866,906 (cut resistant pap er). X Selected to participate with other elite members of the U.S. Postal Service Ne w Technology Task force. INTERNATIONAL PAPER COMPANY, IN NEW YORK AND ALABAMA Other management positions including directing 400 production employees and mana gers and managing multi-million dollar projects.

EDUCATION B.S. in Chemical Engineering, the University of South Alabama, Mobile, AL Marketing & Management classes, Kellogg Graduate School of Management, Evanston, IL