1. JEFF CULLMAN
330.807.7370 JCullman@me.com
BOARD OF DIRECTORS CANDIDATE FOR AN INDUSTRIAL COMPANY SEEKING EXPERTISE IN:
Strategy | Portfolio Management | Technology
Execution Excellence | Earnings
Acquisitions | Integrations
Talent Development | Succession
Broad Functional Experiences
SUMMARY OF COMMITMENTS | BOARD CAPABILITIES
 Knows how a board shapes strategy, gained from leading a $2.7B Global industrial products group of 24 independent
P&Ls. Applied a portfolio management approach and strategy review process that functioned as a Board of Directors.
 Will focus on execution excellence and earnings as demonstrated by a 4X increase in margins and 10X increase in
profits over the nine years as Group President.
 Will leverage the sophisticated M&A tools of a Fortune 500 global company and personal experience in successfully
acquiring and integrating four international companies.
 Proven ability to identify and develop talent over a 37-year career will augment a board’s commitment to effective
succession planning.
 Significant cross-functional experience in business development, operations and new product development ensures a
capability to inquire, assess and contribute to a board’s deliberations on direction and investment.
PARKER HANNIFIN HISTORY 1978 – 2015
Parker Hannifin (NYSE: PH) is the world’s leading diversified manufacturer of motion and control technologies and
systems. 2015 revenues of $12.7B; 217th on the 2014 Fortune 500.
Group President, Hydraulics Group (Nov 2006 – Oct 2015)
Responsiblefor the $2.7B Hydraulics Group comprising 24 global standalone P&Ls ($75-$250M) in hydraulics, electronics
components and systems; 9,000 employees; 75 locations in 17 countries. Each business (average revenues of $125M) was
a full P&L, with sales, marketing, operations, finance, human resources and supply chain functions. Sales were through
industrial distribution and industrial and mobile OEM’s. Reported to the COO. Corporate Officer, elected Corporate Vice
President in 2006.
 Grew the business from $1.2B to $2.7B as VicePresident, then Group President, through acquisitionsand development
of a systems approach to the market vs. distribution of standalone components.
 A 4-prong, sequential approach enabled growth: Service (Lead Times, Tech Support); Product Breadth
(Acquisition), Systems (Customer Approach); and Innovation (New Product Development).
 Enabled the systems approach to customer interfaces by establishing application engineering centers around the
globe, helping customers lower BOM costs and improve performance. This engaged customer engineering
capabilities nearest the customer at the most advanced level in product planning.
 Supported the systems approach by outlining a product gap matrix and making acquisitions that filled in product
gaps, thereby becoming a turnkey solutions provider.
 Delivered $600Min revenue gains,nearly 50%of the growth, through acquisitions. Keys to success were selection,
courting of candidates, proper valuations, and cultural fit analysis in the due-diligence phase; post-close
integration processes also mattered. Acquisitions filled product gaps, leveraged the sales and distribution
structures of the acquired company, and specific to Asia, built a footprint in Japan, Korea, and China.
 Improved operating margins from 3.5% to 16.5% through the implementation of 3 key margin increase processes:
 Implemented Strategic Pricing after segmenting the products by markets, customers and unit volume to determine
pricing power. Multi-year re-pricing was accomplished through detailed win/loss and competitive research
exposing underpriced products and services.

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 Gained operational efficiencies through footprint rationalization and the implementation of lean manufacturing.
Reduced lead times by converting Operations from a centrally scheduled batch process to a pull system by
implementing a variant of the Toyota Production System.
 Made acquisitions in China and established company owned incubators in Mexico, Czech Republic and China to
enable rapid movement of products through local infrastructure.
 Increased Supply Chain margins through a variety of spend consolidations, LCC manufacturing and engineering
changes to reduce product costs.
 Developed Talent as the third transformational element of the Hydraulics Group. Designed and implemented a talent
management process to identify, develop and internally source 75% of future Division General Managers. Endorsed
cross-functional experiences as the core development principle. Also applied personal development standards and
guidelines. Selection was aided by developing a psychometric tool to evaluatecandidateintelligence, people skills and
strivingabilities. Three of Parker’s current Group Presidents were direct reports and beneficiaries of this commitment.
Vice President of Operations, Hydraulics Group (Sept 2002 – Nov 2006)
Responsiblefor six P&Ls generating revenues of $500M. Products included hydraulicpumps,valves and actuators for broad
industrial markets. Markets served included construction equipment, machine tools, mining and other industrials.
Reported to the Hydraulics Group President.
 Originally managed all North American operations (10 Divisions) from 2002 to 2004, then split the divisions between
pump and non-pump LOBs to gain more focus on underperforming units. Took pump segment margins from 2.5% to
13.5% during this period through product rationalization and division operations consolidation and improvements .
 Established the Hydraulic Pump segment in 2004 as a new segment to bring focus and expand product offerings.
Created a comprehensive product and growth strategy.
Vice President of Operations, Seal Group (Jan 2001 – Sept 2002)
Responsible for 4 P&Ls generating $300M in revenues.
 Successfully integrated multipleacquisitions, applying practices that: divested unprofitable assets and/or restructured
and consolidated. Specific example at two major divisions during the telecom downturn where profitability was
maintained in a down market.
Vice President of Sales and Marketing, Hydraulics Group (Jan 2000 – Jan 2001)
Responsible for North American Sales Force and Distribution Network: 160 direct sales; 400 distributor locations.
 Led the integration of 3 salesforces from 2 acquisitions (Gresen & Commercial Intertech) and existing internal
salesforce.
GM – Automation Actuator Division, Automation Group (May 1997 – Jan 2000)
Responsible for $25M P&L across multiple technology platforms.
 Won Distribution’s Division of the Year.
 Drove improvements in the customer service experience.
Previous Ops, Sales and Sales Management Roles, Hydraulics Group (Aug 1978 – May 1997)
Operations Manager: Responsible for the manufacturing function of a division. (1995-1997)
Electrohydraulic Business Unit Manager: Planned, designed and introduced electronically operated hydraulic components .
(1991-1995)
Regional Sales Manager: Led North American Sales Team for electronic products. (1986-1991)
Product Sales Manager: Responsible for marketing of industrial hydraulic product line. (1983-1986)
Territory Sales Manager: Responsible for Dallas Texas Sales Territory. (1980-1983)
Management Trainee: Rotations throughout all functional disciplines. (1978-1980)
EDUCATION
MBA, Baldwin Wallace University (1998)
BS, Marketing, Indiana State University (1978)
NON-PROFIT BOARD
Great Lakes Science Center: Helped raise $1M as a result of reassessing the organization’s strategic plan