C-level Executive skilled as a strategic thinker, creative problem solver and shareholder-value-builder with considerable experience in start-up launch, revenue growth initiatives, operational performance improvement, restructuring, late stage decline and sale/exit. P&L responsibility up to $400 million annually. In C-level leadership roles for manufacturing, wholesale distribution, electronic payments and professional services firms, implemented revenue growth strategies and operational performance improvements that enhanced shareholder value. Examples include performance improvement initiatives that resulted in shareholder value increasing by $100+ million in eight months, co-managing an initial public offering process resulting in a $115 million equity capital raise and as CEO led the turnaround of a plastic products manufacturer resulting in being awarded the 2012 Turnaround of the Year Award from the Chicago/Midwest Chapter of the Turnaround Management Association. Key qualifications include: ● CEO, COO, CFO, CRO & Team Builder ● Strategic Planning Canvas & Budgeting ● Inside/Outside Sales & Digital Target Marketing ● Revenue Initiatives & Pricing Strategies ● Process Improvement, Turnaround & Restructuring ● IPO, Private Equity & Capital Raising ● Technology Planning & Risk Management ● Shareholder, B of D & Bank Relations ● International Business Development ● Global Supply Chain Management I am currently pursuing opportunities that include the following: - operating partner, portfolio manager role for a venture capital or private equity firm - executive leadership role Please contact me at kurtsknipp@gmail.com or phone 312-953-7344 to discuss next steps.

1. KURT S. KNIPP
4403 Stafordshire Lane ● Valparaiso, Indiana 46383 ● 312-953-7344 (cell) ● kurtsknipp@gmail.com
C-level Executive skilled as a strategic thinker, creative problem solver and shareholder-value-builder
with considerable experience in start-up launch, revenue growth initiatives, operational performance
improvement, restructuring, late stage decline and sale/exit. P&L responsibility startup-$400 million
annually. In C-level leadership roles for manufacturing, wholesale distribution, electronic payments and
professional services firms, implemented revenue growth strategies and operational performance
improvements that enhanced shareholder value. Examples include performance improvement initiatives
that resulted in shareholder value increasing by $100+ million in eight months, co-managing an initial
public offering process resulting in a $115 million equity capital raise and as CEO led the turnaround of
a plastic products manufacturer resulting in being awarded the 2012 Turnaround of the Year Award from
the Chicago/Midwest Chapter of the Turnaround Management Association. Key qualifications include:
● CEO, COO, CFO, CRO & Team Builder ● Strategic Planning Canvas & Budgeting
● Sales Process & Digital Target Marketing ● Revenue Initiatives & Pricing Strategies
● Process Improvement, Turnaround & Restructuring ● IPO, Private Equity & Capital Raising
● Technology Planning & Risk Management ● Shareholder, B of D & Bank Relations
● International Business Development ● Global Supply Chain Management
Professional Experience:
Adjunct Professor Link (February 2015 – present)
Serving as interim Chief Financial Officer of a SaaS Education Technology startup, web-based recruiting
platform that connects College and University Department Chairs with current and prospective adjunct
teachers. Post-money valuation of $4 million and estimated 6 year exit valuation of $250 million.
Providing leadership to: build core functional infrastructure; implement digital target marketing
strategies, social media initiatives and SEO; implement SalesForce.com, LinkedIn Recruiter and Net
Promoter Score tools; implement Drupal technology platform structure for site functionality; and
establish critical operational processes in preparation for executing a scalable growth model. Capital
raising initiatives include F&F/venture capital funding for $1 million Seed Round and $14 million Series
A/B Rounds.
Environmental Systems Design (June 2012 – February 2015)
Served as Chief Operating Officer for this venerable Chicago based, 46 year old, engineering consulting
firm (staff of 260). Responsibilities included day-to-day oversight of all engineering business units
(Health Sciences, High Performance Buildings, Workplace Solutions and Mission Critical Facilities) and
support services (HR, Finance and IT). Accomplishments include restructuring of operations into four
market verticals and five service offerings, replacement of key business unit leadership and re-staffing
HR and Finance/Accounting. Implemented business planning canvas process, detailed financial and
operational reporting, revenue and cash forecasting, and a rigorous monthly review process focused on
variance analysis and corrective action plans resulted in pre-recession profitability, greatly improved
operating performance, strong balance sheet (no funded debt, improved DSO) and record sales backlog.
Lake Pointe Partners LLC (April 2004 – June 2012)
Co-founded the firm and served as Managing Director of a Chicago/Shanghai based operationally
focused, performance improvement and turnaround consulting practice. In C-level roles, led and
managed various performance improvement, advisory and turnaround assignments for middle market
companies with annual revenues of $30-$400 million. Performance improvement initiatives included

2. KURT S. KNIPP Page 2
strategy validation and realignment, assessing leadership teams, operational processes and technology
platform, product profitability and pricing, staff and facilities rationalization, inventory hub and spoke
structures, supply chain management, quality control and scrap reduction. Sale of company to private
equity investor occurred in 2010. (see sample consulting assignments section below)
BBK, Ltd. (August 2001 – April 2004)
Recruited as Director level consultant for Detroit based consulting practice that provides troubled
supplier and crisis management services to General Motors, Toyota, Daimler Chrysler and Delphi.
Participated in various structured teams to develop and implement crisis management solutions and
prevent supply chain disruptions to production line operations for automotive OEM clients. Areas of
strength include crisis management leadership, weekly cash forecasting, critical supplier negotiations,
secured lender negotiations and addressing insolvency related issues.
CardService International – subsidiary of First Data Corporation (April. 1997 – March 2001)
In a consulting capacity, researched and developed strategic plans for international payment solutions to
process multi-currency, e-Commerce payment transactions. Subsequently hired as Senior Vice President
International Business Development reporting to the President and resided in London, England. This
initiative represented the company’s initial focus to develop electronic payment products for processing
multi-currency, e-Commerce purchase transactions in local currencies and languages. Established
technology and business relationships with IBM (Copenhagen), Citibank (Frankfort) and NatWest
(London) to research and analyze various approaches resulting in closing a pilot partner program. The
initiative concluded when the internet industry collapsed.
National Processing Company - subsidiary of National City Bank (Jan. 1995 – April 1997)
Recruited as Executive Vice President, Merchant Card Division to lead the turnaround of the industry’s
2nd
largest merchant credit card processor in preparation for an initial public offering. Co-managed a
NYSE initial public offering that raised $115 of equity capital. Personally managed relationships with
high-profile clients including Wal-Mart, Target Stores, Mobile Oil, Delta Air Lines, Walgreens and
Royal Caribbean Cruises. Company was sold to Bank of America for $1+ billion.
Nabanco – subsidiary of First Financial Management Corporation (March 1991 – January 1995)
Recruited to initially lead risk management for the largest merchant credit card processer with annual
revenues in excess of $1 billion. Developed and implemented various risk management programs that
resulted in reducing credit losses to below industry standards. As SVP Finance, responsibilities also
included contract management, general accounting, acquisition business development and due diligence.
Wachovia Bank (September 1985 – March 1991)
As SVP Credit Administration, successfully managed a $300 million asset based portfolio of distressed
loans and collaborating with business development staff to establish a pro-business culture while
applying sound credit underwriting standards. Provided credit management oversight for underwriting
leveraged buyouts including RJR Nabisco, West Point Pepperell and other publicly and privately owned
clients.
Continental Illinois National Bank (September 1980 – August 1985)
Campus recruited for Systems Development as a COBOL, JCL and Assembler languages programmer.
Assignments included implementing a parallel processing accounting system for European operations at
an IBM service bureau in Frankfort, Germany. Recruited internally to join the fast-track GBS Corporate
Banking training program to become a Lending Officer serving the Chicago middle market client base.
Board Memberships
Adjunct Professor Link (2014 – present)
House of Blues Chicago (2006 – 2008)
MasterCard’s International Operations Committee (1995 – 1997)

3. KURT S. KNIPP Page 3
Certification
CTP - Certified Turnaround Professional
Education
Bachelor of Science (1980) – Computer Science and Finance (double major), Northern Illinois
University
Lake Pointe Partners LLC (cont.) - sample consulting assignments section:
Plastics Manufacturer (concluded January 2012)
Served initially as Chief Restructuring Officer of a troubled manufacturer of plastic rotationally molded
products in late-stage decline. The company was a private equity platform acquisition and roll-up of
several regional competitors that experienced severe integration issues related to the consolidation
process. After completing the consolidation and restructuring of plant operations, requested by the
private equity owner and lender group to become President and Chief Executive Officer to restructure the
revenue side of the business and lead the company to build enterprise value for a sale process.
• Completed the plant consolidation initiative to a final 3 plant footprint through plant closures,
product line sale and other asset sales. The net impact of all consolidations reduced annual
revenue from $84 million to $43 million (2012 forecast) and lender group debt (senior and
mezzanine) from approximately $50 to $43 million.
• Led the successful transformation from generating $300-$400 thousand in monthly cash losses to
an annualized run rate EBITDA of $3.8 million (enterprise value adjusted). Pro forma 2012
EBITDA is $4.8 million (enterprise value adjusted).
• Replaced or added critical leadership positions in plant operations, sales and finance with
internal promotions and recruiting outside top talent.
• Implemented detailed daily/weekly/monthly performance tracking metrics and EBITDA
forecasting tools at the plant level to drive cultural change and focus on achieving monthly
EBITDA targets.
• Restructured and expanded sales and marketing staff to focus on high growth, high margin
proprietary products to offset the impact of low margin OEM custom products and the reduced
revenue from the completion of several large military contracts.
• Implemented incentive compensation structures that tied executive, operations and sales
management efforts to jointly achieve quarterly EBITDA targets.
• Participated in a successful Congressional lobbying initiative with General Dynamics and The
Podesta Group (Washington DC based lobbyists) to generate Senate and House support for
extending the U.S. Army’s Abrams tank program to maintain the supplier base during program
transition.
Specialty Steel Processor (concluded 2009)
Served as Chief Restructuring Officer reporting to the board of directors of a family-owned, $30 million
annual revenue, aluminized steel processing services company. This underperforming company had
tripped financial covenants and the lender agreed to forbear if the company hired outside assistance to
address leadership, profitability and shareholder compensation issues.
• Led multiple cross-functional teams to develop and implement operational improvements,
restructure sales staff and change compensation programs to drive new business development
and increased profit margins.

4. KURT S. KNIPP Page 4
• Identified multi-million dollar internal fraud and worked with management to address the
situation and pursue various recovery options.
• Worked closely with executive management and the board of directors to develop and implement
compensation structures tied to profitability thresholds and loan agreement covenant compliance.
• Addressed various issues related to family members working for the company.
• Worked with the CFO to develop and implement standard costing, 13-week cash forecasting and
EBITDA modeling tools.
Lubricant Distributor (concluded 2007)
Served as Executive Vice President Sales and Marketing and advisor to the board of directors of a private
equity owned, $300 million annual revenue, distributor of petroleum lubricants and related products.
The private equity sponsor became majority shareholder when their mezzanine debt defaulted and
converted into equity. The company was a platform acquisition and roll-up of several regional lubricant
distributors that experienced severe integration issues related to the customer consolidation process.
• Established three regional call centers and staffed them with well-trained inside salespeople to
relieve the outside sales force of 80% of their accounts (up to 600 each). This initiative
dramatically lowered attrition for the 23,000+ base of small customers, reduced sales channel
cost per customer and increased revenue and margin dollars per customer.
• Restructured the outside sales force (staff of 60+) to focus on higher revenue customers and
prospects and align sales channel revenue with sales channel expense. Changed compensation
structures to a blend of fixed and variable with incentives for new customers, improved margins
and selling promotional products. Brought in outside professionals for sales and sales
management training.
• Worked with outside resources to implement a complex pricing model specifically tailored to the
distribution segment that achieved a 2%+ net increase in average gross margin.
• Implemented various driver, warehouse and sales staff compensation programs to increase route
density and fleet optimization.
• Completed assignment and recruited my replacement.

5. KURT S. KNIPP Page 5
Wholesale Electrical Supply Distributor (concluded 2005)
• Served as Vice President Sales and Marketing and Officer-in-Charge of a family-owned, $400
million annual revenue, wholesale electrical distributor (Rockwell, Allen Bradley, etc.). The
core objective was to create and implement a turnaround plan to restructure the business and
drive growth in enterprise value in preparation for a liquidity event. The coordinated efforts
created over $100 million in shareholder value in 8 months.
• Restructured the senior management team and replaced the majority of key leadership positions
with internal candidates. Recruited a new CEO at the end of the assignment.
• Restructured the compensation structures for inside and outside sales staff and converted 60% of
the 100+ outside sales staff to 100% variable compensation with minimal turnover.
Implemented incentive compensation structures for the sales engineer staff to drive growth in fee
income.
• Developed and implemented a request for proposal process (RFP) to lower cost of goods and
maximize discounts and rebates with improved payment terms from suppliers.
• Developed and implemented various sales and marketing initiatives including a small footprint,
mini-warehouse concept (2000 sq. ft.) to move core products closer to customer construction
sites. Orders for next day pickup were processed via e-Commerce and the inventory investment
was funded by key suppliers on a consignment basis.
• At the beginning of the assignment the enterprise value was negative. The company was sold 18
months later for $123 million (net of fees) to a foreign based strategic investor. The company’s
current annual revenues are in excess of $1 billion.

6. KURT S. KNIPP Page 5
Wholesale Electrical Supply Distributor (concluded 2005)
• Served as Vice President Sales and Marketing and Officer-in-Charge of a family-owned, $400
million annual revenue, wholesale electrical distributor (Rockwell, Allen Bradley, etc.). The
core objective was to create and implement a turnaround plan to restructure the business and
drive growth in enterprise value in preparation for a liquidity event. The coordinated efforts
created over $100 million in shareholder value in 8 months.
• Restructured the senior management team and replaced the majority of key leadership positions
with internal candidates. Recruited a new CEO at the end of the assignment.
• Restructured the compensation structures for inside and outside sales staff and converted 60% of
the 100+ outside sales staff to 100% variable compensation with minimal turnover.
Implemented incentive compensation structures for the sales engineer staff to drive growth in fee
income.
• Developed and implemented a request for proposal process (RFP) to lower cost of goods and
maximize discounts and rebates with improved payment terms from suppliers.
• Developed and implemented various sales and marketing initiatives including a small footprint,
mini-warehouse concept (2000 sq. ft.) to move core products closer to customer construction
sites. Orders for next day pickup were processed via e-Commerce and the inventory investment
was funded by key suppliers on a consignment basis.
• At the beginning of the assignment the enterprise value was negative. The company was sold 18
months later for $123 million (net of fees) to a foreign based strategic investor. The company’s
current annual revenues are in excess of $1 billion.