Brad Weller Biographical Journey of Global Leadership and Business Transformation Model with Career Arch in an industrial manufacturing and packaging environment, Asia, Europe and North America

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
industry segment solutions from a new acquisition, to
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.