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BRAD K. WELLER
                                   Global Vice President & Managing Director
                                         Industrial & Consumer Products
                         Global □ Business Turnarounds □ Enterprise Growth Strategy
                     International Operations Leadership □ Organizational Transformation
                        Coalition Building □ M&A □ Board & JV Experience □ Full P&L

SONOCO (NYSE: SON) 1984 – present
A $4.5 billion global industrial and consumer packaging manufacture and supply chain 
services provider producing industrial paper carriers for textiles, film, and tape; rigid 
composite and flexible film for snack foods; injection/extruded plastics for F&B and 
protective retail packaging; and EPS packaging for transport of perishable biomed and 
food supplies.
Brad K. Weller

    International Experience
                                                            Sales & Marketing Director, Europe
                                                              Brussels 1998-2002 (5 years)
                                                    •   2 divisions – paper and plastic converting
                                                    •   26 plant locations in 14 countries
                                                    •   Shift from country to pan European structure
                                                    •   UK acquisition integration
                                                    •   Supply chain consultancy & JV start-up




      North America Industrial Converting
          US and Canada (15 years)
•   Resided in: MA, SC, WA, IL
•   Regional Sales Manager – Western N.A.        Vice President & Managing Director, Asia
•   Marketing Manager – N.A. (Corp. HQ)             Singapore 2007-Present (5 years)
•   Business Unit GM – U.S. Small Business
                                             •   3 divisions – paper, composite, & flexible
•   Sales Director – N.A.
                                             •   12 plant locations in 6 countries
                                             •   End-to-end business turnaround
                                             •   China consolidation and restructuring
                                             •   Joint venture board of directors
Brad K. Weller
Company and Career Inflection Points or “what I learned”
… and businesses and products experienced along the way
                                                              1998 – 2002                  2003 – 2012
     1992 – 1995                  1996 – 1998


- The west wanted to         - N.A. needed to organize   - Europe’s sales &           - The company needed a
integrate US & Canadian      around the new “mega        marketing teams were         series of business and
                                                         fragmented across 14         organizations transformed,
organizations to focus on    bids” as industry
                                                         countries while our          from a new acquisition, to
industry segment solutions   consultants pushed          customers and markets        our largest sales force to
to create new growth         benchmarks and leverage     were integrating             the Asia region
channels and move faster

- I learned how to           - I learned how to create   - I brought experience in    - I practiced building
integrate teams, shift       processes, tools, & teams   segment strategy             leadership teams,
                             to quantify value, master   development, LAM,            investment, Full P&L,
business models, and
                             the benchmarks – and        process, tools, and talent   creating culture, recovering
create solutions with a JV                               development and learned
                             signed a $32M contract                                   from loss, and I learned
                                                         about scale & diversity      what it feels like when the
                                                                                      “buck stops here”
Brad K. Weller

     Approach to Business Transformation & Growth
     None of this is unique or complicated … but the “how and why” of it is …

       Create/                       Indoctrinate                   Drive                            Inspire &
       Validate                        Common                    Sustainable                         Promote
       Strategy                         Values                     Results                            Growth




1) Study business history       Defined by examples of      1) Establish Urgency             With the future in mind;
2) What business are we in?     behaviors that illustrate   2) Create leading coalitions     1) Impartially, rigorously
                                values In action:           3) Evangelize Vision             assess business capability
3) Are we winning or losing?
                                1) Integrity                4) Define strategic activities   2) Chart courses that create
4) Dissect industry structure
                                2) Accountability                                            new growth channels
5) Depoliticize VOC & VOSH                                  5) Build reliable processes
                                3) Alignment                                                 3) Bake this process into the
6) Map needs to competency                                  6) Establish Rhythms (ROB)       firms DNA and Rhythm
                                4) Collaboration            7) Mold org. to the blueprint
7) Manifest the Vision                                                                       4) Provide time for this work,
                                5) Process Discipline       8) Scorecard the results         protect resources and nurture
6) Create success milestones
                                6) Speed of Action          9) Pay for Performance           contrarian thinking for the
 - financial, organizational,                                                                purpose of adapting
and cross-functional            7) Value Creation           10) Critically assess talent
                                                                                             5) Eradicate structures &
                                                                                             incentives that prevent
                                                                                             evolution.

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Brad Weller Leadership Profile

  • 1. BRAD K. WELLER Global Vice President & Managing Director Industrial & Consumer Products Global □ Business Turnarounds □ Enterprise Growth Strategy International Operations Leadership □ Organizational Transformation Coalition Building □ M&A □ Board & JV Experience □ Full P&L SONOCO (NYSE: SON) 1984 – present A $4.5 billion global industrial and consumer packaging manufacture and supply chain  services provider producing industrial paper carriers for textiles, film, and tape; rigid  composite and flexible film for snack foods; injection/extruded plastics for F&B and  protective retail packaging; and EPS packaging for transport of perishable biomed and  food supplies.
  • 2. Brad K. Weller International Experience Sales & Marketing Director, Europe Brussels 1998-2002 (5 years) • 2 divisions – paper and plastic converting • 26 plant locations in 14 countries • Shift from country to pan European structure • UK acquisition integration • Supply chain consultancy & JV start-up North America Industrial Converting US and Canada (15 years) • Resided in: MA, SC, WA, IL • Regional Sales Manager – Western N.A. Vice President & Managing Director, Asia • Marketing Manager – N.A. (Corp. HQ) Singapore 2007-Present (5 years) • Business Unit GM – U.S. Small Business • 3 divisions – paper, composite, & flexible • Sales Director – N.A. • 12 plant locations in 6 countries • End-to-end business turnaround • China consolidation and restructuring • Joint venture board of directors
  • 3. Brad K. Weller Company and Career Inflection Points or “what I learned” … and businesses and products experienced along the way 1998 – 2002 2003 – 2012 1992 – 1995 1996 – 1998 - The west wanted to - N.A. needed to organize - Europe’s sales & - The company needed a integrate US & Canadian around the new “mega marketing teams were series of business and fragmented across 14 organizations transformed, organizations to focus on bids” as industry countries while our from a new acquisition, to industry segment solutions consultants pushed customers and markets our largest sales force to to create new growth benchmarks and leverage were integrating the Asia region channels and move faster - I learned how to - I learned how to create - I brought experience in - I practiced building integrate teams, shift processes, tools, & teams segment strategy leadership teams, to quantify value, master development, LAM, investment, Full P&L, business models, and the benchmarks – and process, tools, and talent creating culture, recovering create solutions with a JV development and learned signed a $32M contract from loss, and I learned about scale & diversity what it feels like when the “buck stops here”
  • 4. Brad K. Weller Approach to Business Transformation & Growth None of this is unique or complicated … but the “how and why” of it is … Create/ Indoctrinate Drive Inspire & Validate Common Sustainable Promote Strategy Values Results Growth 1) Study business history Defined by examples of 1) Establish Urgency With the future in mind; 2) What business are we in? behaviors that illustrate 2) Create leading coalitions 1) Impartially, rigorously values In action: 3) Evangelize Vision assess business capability 3) Are we winning or losing? 1) Integrity 4) Define strategic activities 2) Chart courses that create 4) Dissect industry structure 2) Accountability new growth channels 5) Depoliticize VOC & VOSH 5) Build reliable processes 3) Alignment 3) Bake this process into the 6) Map needs to competency 6) Establish Rhythms (ROB) firms DNA and Rhythm 4) Collaboration 7) Mold org. to the blueprint 7) Manifest the Vision 4) Provide time for this work, 5) Process Discipline 8) Scorecard the results protect resources and nurture 6) Create success milestones 6) Speed of Action 9) Pay for Performance contrarian thinking for the - financial, organizational, purpose of adapting and cross-functional 7) Value Creation 10) Critically assess talent 5) Eradicate structures & incentives that prevent evolution.