BRIAN MICHAEL DUNLAP-RESUME

BRIAN M. DUNLAP
314-287-6451,’BRIANDUNLAP3@AOLCOM*
Senior Director — Operations Excellence & Marketing Strategy/Execution
LEVERAGED TOYOTAGLOBAL, TIFFANY, TOYODAGOSEIAND BOEING FROMALOSS TO GREATER THAN 35% NET SALES GAIN/YEAR
***EXCLUSIVE WRITTEN BYCHAIRMEN, CEOs and EVPs as indicated---AllAvailable References & More Detail CV Content***INTRO;Akio Toyoda,CEO
Recognized for success in developing systems, processes and procedures to streamline operations, contain costs,
and enhance profit performance. Strong P&L record with functional management experience in all disciplines of
manufacturing operations & marketing world class advantage in domestic and international markets. Possess wealth
of experience in product launch, green field operations, and continuous improvement.
Unmatched and often mimicked, provides the most extensive technical leadership of operations, marketing,
CEO/COO issues, knowledge and innovation from a globally unique education and hands on experience that is
unmatched” Business Week “Brian is the only one to triumph as #3 position as Senior Vice President and sole
outstanding fill all 16 officer positions for 7 of leading Fortune 50 with superior knowledge and leadership. Forbes
“The technical support for operations, marketing, sales, knowledge and innovation represents one of a kind world
best of breed enlightens and provides discovery” Wall Street Journal “the technical innovation and knowledge
transferred of operations, marketing, sales and CEO/COO issues from the most distinguished author” Inc
TOYOTA GLOBAL & TIFFANY & CO GLOBAL, CONCURRENT SR. VP MARKETING & OPERATIONS 2009-PRESENT
Keirestu sharing management and processes. Responsible for all global operations and sales for both companies.
Account for sales & net income yearly growth rates. Annual sales growth in excess of 35-50% & income of 57-87%.
Toyota Author;Uchiyamda Takesi, Chairman, Kio Toyoda President, James Lucca EVP
Tiffany Author; Michael Laskey, Chairman, Ron Celini, President, Joseph Bellucssis GM/VP
Every Officer Positions:COO,CMO,CBO,CLO,CSO,CDO,CIO,CIOINFO, CCOCOST, CTO, CKO, CTO, CRO, CBDO,
CCOCREATIVE,CIOINFO, CCO,CAE, CLOLEGAL, COQ, CSOstrategy, CADOassociate development,CEOengineering BOD
TOYOTA GLOBAL RESULTS
First 6 Months 2015 2014 2013 2012 2011 2010 2009 Growth/YR
Unit Sales 7.4M 11.9M 10.6M 9.6M 8.9M 7.0M 6.1M 35.9%
Net Income 32.8B 42.6B 19.7B 3.7B (2.3M) (98.9M) (7.8B) 87.9%
ROA(return on assets) 49.9 41.2 28.9 17.3 16.6 14.6 12.2 64.9%
MV(total market value) 128.9 98.8 71.2 54.8 41.3 32.4 23.4 39.8%
EPS(key earnings per share)35.8 54.7 36.9 28.9 21.5 13.6 9.8 42.3%
Author;Uchiyamda Takesi, Chairman, Kio Toyoda President, James Lucca EVP
CONCURRENT
Tiffany & Co International
Sales 7.9B 12.3B 9.2B 7.4B 5.2B 3.7B 2.1B 52.1%
Net Income 3.8B 5.4B 4.6B 3.0B 2.0B (.4B) (1.8B) 56.9%
ROA (return on assets) 36.9 57.8 43.1 31.2 21.8 7.2 3.2 54.9%
MV (total market value) 59.9 45.9 32.1 24.4 18.9 13.4 6.1 59.9%
Author; Michael Laskey, Chairman, Ron Celini, President, Joseph Bellucssis GM/VP
CONCURRENT
JOHN DEERE & CO
Consulting Officer Positions:CMO,CBO,CLO,CSO,CDO,CIO,CIOINFO, CCOCOST, CTO, CKO, CTO, CRO, CBDO,
CCOCREATIVE,CIOINFO, CCO,CAE, CLOLEGAL, COQ,CSOstrategy, CADOassociate development,CEOengineering, BOD
Sales 20.9B 32.3B 26.2B 22.4B 19.2B 15.7B 11.1B 32.1%
Net Income 9.8B 11.4B 9.6B 7.0B 4.0B (.8B) (5.8B) 46.9%
ROA (return on assets) 45.9 36.8 31.1 27.2 21.8 9.2 8.2 44.9%

MV (total market value) 29.9 18.9 15.1 11.4 8.9 7.4 6.1 39.9%
Author; Sam Allen, Chairman & President, Rajesh Kalathur
Akio Toyota, President Brian is the only executive of Fortune 1000 international firms to hold officer positions, most firms devote
16-24 executives to these key positions, as largest global firm we have faith in his visionary, knowledge and strong intellect and in
fact he consults with a Fortune 50 firm to continuously brighten his brilliant capabilities. With Tiffany wehave extended his non-
exclusive contract for 6 years, committed full-time executive leadership until age 75 and serving as advisor to age 86 as he continues
as our most valued asset.
Ronald Cellini, President Tiffany, The Toyota/Tiffany mutual alliances matches Toyota #1 global operations expertise with Tiffany
the world marketing leader in a best practice partnership in the capable hands of Brian Dunlap, Senior VP.
Sam Allen, President Brian took our firm to a best in breed strategic level well above the competition and international firms and
there was a tremendous synergy with Toyota and Tiffany as all benefit from Brian’s great insight and vision. There never was a
single conflict or constraint and in fact he beta tested positively and invented break though & innovation for 2 others. Even though
Brian wasn’t always physically available he attended very key event and decision on site or electronically which worked very well.
MARKETING
-Increased Toyota sales position from number 4 to number 1
-Led a 760% increase in Tiffany sales to number 1 in industry from a 3 year deficit
-Developed a 56% increase in 14 line for Toyota to over 110 models world wide
-Attain a 158% in Toyota globalization with production in 58 countries &sales in 313 nations increasing ROI 323%
-Put in place sole accountability in each country resulting in a 129% gain in Toyota share
-Secured a 345% increase in product line for Tiffany & 450% gain product introduction effectiveness
-Captured a 450% increase in brand advocacy while reducing advertising/PR 78% for Toyota
-Globalize Tiffany from domestic operation to dominate position on 5 continent increasing sales 209%
-Increased Toyota domestic content 45% with a 55% gain in profitability
-Deploy digital Tiffany marketing to increase sales 79% & implementing customer design ability 89% sales gain
-Increase Toyota CRM 257% leading to direct sales gain of 78% and brand loyalty advance 980%
-Secure 230% increase in Tiffany permissive and reality marketing resulting in a 12% gain
-Gain Tiffany customer experience 260% and utilize as primary market tool, cutting AD/PR by 89%
-Developed a virtual network with Toyota and Tiffany participants cutting costs 6%
-Category management increased sales 145% and channel management gained 234% at Toyota
-Toyota segmentation gained 26% in sales and rose customer base 156%
-Toyota utilized micromarketing models to project precise customer buying traits for 123% gain
-Toyota decreased distribution network 340% and 98% automated remaining centers saving 156%
-Tiffany gained 234% through category management and 278% by channel management
-Tiffany gained 345% through segmentation and 212% by micromarketing modeling
-Tiffany gain 123% by supply-demand management and 236% by network optimization
-Toyota dividend yield rose 431%,equity ratio gained 564%,book to mark value rose 543%,P/E 431%
-Toyota EDITDA gain 654%,fixed asset turnover rose 439%,fixed coverage gain 458%,cash return assets gain 548%
-Toyota special shareholder return rose 431%ie split, revenue per employee gain 548%,working capital ratio +548%
-Toyota profit margin gain 437%, operating ratio rose 549%,cash flow market ratio gain 342%,debt ratio rose 453%
-Toyota transfer activity gain 342%,working capital ratio gain 548%,345%eliminate down time, 6 fold reduce tooling
-Toyota 12 fold reduce maintenance,98%automated maintenance/setup.0 time new product introduction
-Toyota 324% reduce change management errors,98% change automated, 100% automated spare parts
-Toyota 321% reduce distribution center 89 to 5,100%distribution automation, 453% extended product useful life
-Toyota 98% dedicated suppliers,100% suppliers fund development, .01% supplier turnover, .009%price variance
-Toyota gained 789%discovery,569%knowledge,321%CI,436%break though,786%hoshin & 498% innovation
OPERATIONS
-Toyota year to year gains were record setting over 7 years-59%sales,89%profit,65%ROA,76%ROE,87%ROC,97%ROR,
86%ROSE, 87%EV, 59%MV and 65%EPS with 167% customer value

-Tiffany year to year 7 year results 59%sales,69%profit, 58%ROA,68%ROE,89%ROC,91%ROR,87%ROSE,91%EV,
59%MV,69%EPS,179% customer value
-Globalize Tiffany from sole domestic to dominate position on 5 continents
-Increase Toyota productivity 224% while increasing profitability 345%
-Gained a 4 fold increase in Toyota ROA, ROE & ROI, 3 fold increase in EPS, P/E & MV
-Increased Toyota capacity 140% while reducing cost of goods sold 45%
-Secure 45% increase in Toyota North American content resulting in a 55% margin gain
-Attained a 19 fold increase in Tiffany ROA, ROE, EPS, P/E, MV through companywide transformation
-Reduced Tiffany SG&A 123% while becoming the industry wide profitability lead with 46% net of sales
-Cut Tiffany time to market by 221% for a 323% increase in product line gain
-Increase Tiffany capacity 173% without a capital increase
-Introduced 47% increase in Toyota models with a 56% gain in cycle time
-Reduced Toyota supplier costs 33% while reducing non-quality 38%,
-Toyota quality .0006 PPB, .000021% non-quality, .0098% waste, .000654% non-value added activity
-Tiffany quality .0911 PPB, .0098% non-quality, .09% waste, .00098% non-value added activity
-Toyota rose durability 345%, reliability 278%, service ability 235% and install ability 345%
- Toyota gained a product life 267% cost reduction through product life cycle management
-Toyota achieved 236% process effectiveness, 212% process efficiency and 99.8% utilization
-Tiffany dividend yield rose 531%,equity ratio gained 664%,book to mark value rose 643%,P/E 531%
-Tiffany EDITDA gain 794%,fixed asset turnover rose 539%,fixed coverage gain 598%,cash return assets gain 648%
-Tiffany special shareholder return rose 541%ie split, revenue per employee gain 748%,working capital ratio +648%
-Tiffany profit margin gain 637%, operating ratio rose 649%,cash flow market ratio gain 242%,debt ratio rose 353%
-Tiffany transfer activity gain 452%,working capital ratio gain 348%,445%eliminate down time, 9 fold reduce tooling
-Tiffany 15 fold reduce maintenance,99%automated maintenance/setup.0 time new product introduction
-Tiffany 424% reduce change management errors,94% change automated, 100% automated spare parts
-Tiffany 421% reduce distribution center 59 to 3,100%distribution automation, 553% extended product useful life
-Tiffany 94% dedicated suppliers,100% suppliers fund development, .2% supplier turnover, .49%price variance
-Tiffany gained 899%discovery,669%knowledge,521%CI,636%break though,986%hoshin & 678% innovation
JOHN DEERE VAST SYNERGY BEST BENCHMARK PARTNER-CLOSEST INDUSTRY
Year to year 56%sales,46%profit,38%ROA,56%ROC,59%ROQ,65%ROR,54%ROSE,67%EV,39%MV43%EPS &
134%customer value. Customer satisfaction 145%,delight 189%,retention 99.56%, market dominance by 34%, 98%
elimination threats/constraints, 8 to 39% market share, 89% gain channels, 238% gain categories, 278% gain
segmentation, 89% gain micromarketing, 279% distribution gain and 78% megamarketing gain,
Inventory turns 9 to 897, 56% reduce cost goods, 78% decline SG&A, 378% reduce cycle time, 345% reduce lead time,
process effectiveness 236%,process efficiency 212%, throughput 216%, productivity rose 376%, tact time gain 389%,
quality .0084 PPB, non-quality .006%, non-value add activities .00054%, 267% gain in capacity, 567%reduce storage,
65% manpower reduction 359%sales, 321% reduce maintenance, 284% tooling reduce, 94% full automation, 276%
gain associate develop, 167% gain associate input, 389% gain associate satisfaction & 1,890 courses own university,
OPERATIONS
-456% reduce time to market, 231% order costs, 341% reduction of cycle time & 298% reduce lead time
-Reduce supplier cost 156% & gain quality 342% with .09% turnover,100% Deere dedicated 96%,100% fund develop
-Increase discovery 342%, knowledge 278%, CI 138%, break though 321%,hoshin 325%,innovation 453%
-Eliminate down/idle time .0065%, reduce maintenance 6 fold with automated predictive maintenance
-Deploy concurrent engineering for 237%gain, deploy product life cycle management saving 265%
-Develop complete product line for 286%gain and eliminate 97% special tooling saving 156% with 0 manual activities

-Install TPS.TPM,TQC & TRD for #1 position, 439% cost reduction, 342% value gain and 378% sales gain
-Gains;321%quality,287%reliability,317%durability,218%service ability,298%useful life,389%attract,0 field engineering
-Reduce SG&A 87% with margin increase of 59%, gained debt ratio to 326 to 1, quick ratio to 39, current ration to 79
-Reduce overhead 326%, cut cost drivers 325% and resource drivers 267% cutting overhead coverage ratio 489%
-Deploy policy deployment & performance management to increase profits 256% and increase asset turns 456%
-New product and process technology-238%gain & 96% full process automation saving 34% of CGS
-Concurrent engineering, full engineering automation, product life cycle & virtual reality design gained 567%
MARKETING
-Move position 6 to permanent #1, dividend yield rose 342%, EDITDA gained 379%,return to shareholders gain 453%
-Expand globally 6 continents increasing sales 5 years 897% and revenue per employee rose 428% to 1.9m
-Generated channels bringing 437% gain during 5 years and increased special shareholder.ie split yield 348%
-Improve categories increasing 415% over 5 years and gained P/E 325%, Fixed Asset Turnover gained 458%
-Fine tune segmentation for 5 year 389% gain and cash return on assets increased 367%
-Model micromarketing 5 year market gain 188%, profit margin ratio grew 437% & operating margin ratio grew 543%
-Manage market and product for 276% reduce competition and book to price share value gained 346%
-Increase CRM for 45% share gain and operating ratio gained 456%, transfer activity rose 298%
-Deploy digital marketing to expand purchasers' 345%, fixed asset turnover to 289 or 327%, fixed coverage 255%
-437% brand advocates as firm sales force, reducing AD & PR costs 94%, working capital ratio rose 567%
-Install VOC & QFD sales tools increasing productivity 268%, equity ratio rose 589%, interest coverage rose 342%
Toyota, Tovoda Gosei International Corporation, St. Louis, MO SR VP OPERATIONS & MARKETING 1993-2009
CCOCREATIVE,CIOINFO, CCO,CAE, CLOLEGAL, COQ, CSOstrategy, CADOassociate development,CEOengineering BOD
Greenfield start-up(lcustomer-1 process) with full autonomy from parent in Japan and separate from holding company Toyota Motor
Authors;Makayama, Chairman, Tadaki Arashima,President James Lucca EVP
TOYOTA GOSEI LTD
2009 08 07 06 05 04 03 02 01 00 1999 98 97 96 95 94 90-93 Growth/YR
Sales 30.9 21.5B 13.1B 8B 6.5B 4.1B 2.7B 1.4B 1.2B .9B .6B .1B 678M 321M 178M 87M 31M 11M 58.9%
Net Income 14.9 8.2B 4.8B 3.6B 1.2B .8B .6B .4B .3B .2B .1B 423M 234M 123M 9M (21M) (9M) (32M) 53.8%
ROA 39.8 30.8 23.9 17 15 14 12 11 12 10 9 9 9 9 8 3 2 1 30.4%
MV 38 31 24 21 20 20 17 14 11 9 7 6 6 4 3 2 1 1 30.9%
EPS 43 34 31 24 21 16 14 11 9 7 5 3 3 2 1 1 1 1 31.4%
Authors;Makayama, Chairman, Tadaki Arashima,President James Lucca EVP
James Lucca, EVP To supplement our marketing and sales practices, Brian Dunlap for 13 years consulted top tier marketer Estee Lauder in
nearly all officer positions and we thought it was paramount he was sole officer over our matrix organization and this attests to his vast
intelligence, creativity and high motivation
CONCURRENT
ESTEE LAUDER,Author; Fabizio Freda, President, Anthony Palmer, EVP
Consulting Officer Postions;CBO,CLO,CSO,CDO,CIO,CIOINFO, CCOCOST, CTO, CKO, CTO, CRO, CBDO,
CCOCREATIVE,CIOINFO, CCO,,CLOLEGAL, COQ,COSstrategy,CIOinvestments,CADOassociate developmet, CEOengineering,BOD
2009 08 07 06 05 04 03 02 01 00 1999 98 97 Growth/YR
Sales 14.7 12 10.6 9 8.3 7.97 7 6.2 5.4 4.9 4.1 3.6 3 40.1%
Income 6.6 6 5.2 4.4 4 3.5 3 2.4 1.7 .9 .4 (1.4) (.8) 36.9%
ROA 19.9 17 15.9 13 12.1 11.4 11 10.2 9.4 8.8 8.4 7.1 6.2 30.1%
MV 28 25 23.1 21 17.6 15.1 13 11.7 11.1 10.2 9 8.1 6.8 31.9%
EPS 5.9 5 3.9 3 2.1 1.23 1 .78 .64 .51 .34 .19 .8 41.8%
Fabizio Freda, President We were extremely honored to have Brian fill most our key officer positions during our formative years providing
a very solid foundation of world class marketing and operation with his contribution to profitability immeasurable

Never was there any conflict only very great synergy and mutual benefit from similar best in breed approaches as we still desire serving in
all officer and if any possible way we could retain him our profit, sales. ROA, MV & EPS would be annually over 60-75% .Even though
Brian devoted 20% of his precious time he was always directing key events and his contribution will be enduring for a lifetime,
MARKETING
-TOYOTA GOSEI-Turned around green field operation(1product-19employees) with severe 15% deficit into global financial
leader by 12%, with net income 54% of sales(13.5B), developing and executing strategic plan and policy deployment.
-Attained global operations leader by 20% with sales of $.4M to $13.56B, 19 fold increase in revenue; ROI, ROC, EVA & 20
times gain in profitability; ROA, ROE, EPS, P/E, MV implementing performance management techniques.
-Gain international penetration by 179% to 5 continents with 13 sales offices increasing net by 226%, 1 to 60 plants
-Captured 74% of market share, implement Blue Ocean Strategy with entry in 16 markets and 17 new industries, operating in
92 countries, 8 new international plants on 5 continents, increasing sales 2.2B & cost reduction 1.2B
-Increase market research to support sales and profitability gains over 200%, success new product introductions grew 678%
-Increasing disruptive and diffusion marketing by 230% gaining a 145% sales gain, number 213 auto supplier to 28
-Deployed mass customization leading to a 267% increase in sales and 289% profit gain
-Customer in-line design led 257% increase in brand loyalty,99.97%retention,458%purchase expansion,345%customer value
-Facilitated global prize winner and 234% gain in brand advocacy; Deming, Shingo, Malcolm Baldrige, Top 10 Plants
-Created marketing policy deployment resulting in a 230% productivity gain and 99.8% hit ratio
-Increased customer growth through micro-marketing and 340% gain in brand equity.
-Developed a strategic marketing plan plan to secure number one position by 55% for all products
-Through VOC increased existing sales 330% and first time customers 260%
-Created customer value gain of 327%, enhanced sales output 450% and increased product sales 560%
-Deploy new 498% brand advocates as new sales force, freeze sales force with 20X sales gain
-Ensure annual customer value 159%gain, customer focus innovation gain 238%, customer satisfaction 158%, delight 189%
-Capture 287% category gain, 378% channel gain, 321% segmentation advance, 231% micromarketing, 154% megamarketing
-Mix marketing for customer;multi-level,guerrilla,alliance,proximity,infleuencer,direct,digital,experimental,brand marketing
-Gain 234% of market management, 158% product management, 439% reduce time to market, 289% decline order costs
-EDITDA gain 554%,fixed asset turnover rose 379%,fixed coverage gain 558%,cash return assets gain 438%
-Special shareholder return rose 331%ie split, revenue per employee gain 438%,working capital ratio +498%
-Profit margin gain 537%, operating ratio rose 449%,cash flow market ratio gain 442%,debt ratio rose 553%
-Transfer activity gain 442%,working capital ratio gain 648%,345%eliminate down time, 16 fold reduce tooling
-17 fold reduce maintenance,97%automated maintenance/setup.0 time new product introduction
-324% reduce change management errors,97% change automated, 100% automated spare parts
-Reduce distribution center 49 to 5,100%distribution automation, 353% extended product useful life
- 94% dedicated suppliers,100% suppliers fund development, .09% supplier turnover, .0002%price variance
-Gained 689%discovery,599%knowledge,421%CI,536%break though,886%hoshin & 598% innovation
OPERATIONS
- Achieved year to year 15 year increases of 56%sales,59%profit,67%ROA,78%ROC,78%ROE,89%ROR,78%ROSE,67%EV,
59%MV,67%EPS and 189% customer value for Toyota Gosei, Toyota Division
-Attained 345% durability, 456% reliability, 345% service ability and 289% install ability
-Quality .000087 PPB, .00065% non-quality, .0089% waste and .00032% non-value added activities
-Turned around green field operation(1product-19employees) with severe 15% deficit into global financial leader by 12%, with
net income 64% of sales(13.5B), developing and executing strategic plan and policy deployment.
-Attained global operations leader by 20% with sales of $.4M to $13.5B, 19 fold increase in revenue; ROI, ROC, EVA & 20
times gain in profitability; ROA, ROE, EPS, P/E, MV implementing performance management techniques.
-Accomplished global lean-six sigma, increasing quality 349% at world record of .01 ppm, .4% non-quality costs, 4 fold
customer service increase beyond exceptions & near elimination of field service through process redesign. Compete with
entire company and secure major contribution to rapid profitability through enhancing 295% skills all associates are lean and
six sigma experts resulting in efficiency of 98.9% and quality of 99.984%. 290% skills developed of all associates are project
leaders providing input to method and critical path resulting in 98.8% on time completion and 99.7% meeting objectives.
510% skills gain of all associates culture change agents optimizing motivation 360%. 410% secure skills all associates out of

box thinkers and transformation enthusiasts supporting large improvements by 260%. 405% skills all associates are business
managers with performance focus and cost drivers cutting cost of goods sold by 43%. 380% skills supplement all associates
improvement leaders, positive and self motivated supporting 270% gain in improvements
-Secure supply chain through 279% reduction of network costs, 379% reduction of network cycle and 279% decline in
ownership costs of 59% and 49% reduction of cost of goods sold.
- Eliminate 89% of cycle time through 98.7% resource utilization, reduction of 89% of non-quality, 91% compression of critical
path, and 89% fool proofing process and obtaining .001% downtime.
-Captured 74% of market share, implement Blue Ocean Strategy with entry in 16 markets and 17 new industries, operating in
92 countries, 8 new international plants on 5 continents, increasing sales 2.2B & cost reduction 1.2B
-Developed improvement building blocks by 20 times baseline startup, increasing value, discover pioneer, innovation
transformation, knowledge based explosion, and capability to highest globally, through associate development,
small business climate, & demonstrative leadership leading to a 18 fold foolproof execution
-Set mentoring associate development as #1 priority for principle centered and purpose driven all associates,
attaining 29 fold gain in ability, deploy 17 times core competency, raised self motivation/leadership 19 times
-Compelled manufacturing excellence reductions of 74% labor, 89% supervision, 139% overhead, and achieved gains of 100%
on time kanbans, 99% manning , .002% down time & 63% reduction CGS plus 74% elimination of SG&A.
-Secured 100% on time-schedule-shipments-deliveries-NPI-15 years, reduced through process, technology, culture change
279% total network costs, 89% capital costs, 79% material costs, 547% time to market and 340% PLM costs.
ESTEE LAUDER-SYNERGY WITH BEST MARKETING & SALES GAINT
Year to year 13 year gains 43%sales,38%profit,35%ROA,47%ROE,54%ROR,65%ROC,67%ROSE,
67%EV, 38%MV,38%EPS,Customer value 178%, channels 187%gain, categories 264%gain, distribution 121% gain,
segmentation 326% gain, micromarketing 165% gain, supply-demand 116%gain,network optimization gain 143%, end user
analysis gain 87%,market insights gain 378%, market management gain 121%, product management gain 65%, marketing
innovation 365% gain, magamarketing gain 121%, brand marking gain 56%
Inventory turns 276, process effectiveness 213%, process efficiency 198%. utilization 99.1%, 347% reduction cycle time,
order costs decline 321%, time to market decline 345%, on-time product 99,1%. production to forecast 96%, capacity
expansion 165%, quality .0999 PPM, non-quality costs .98%, non-value added activities 2,9%, waste 1.8%, product
improvements-256% gain quality, 189% product aging, 156% attractive appearance, 167% satisfy packaging,178% durability,
111% usability and 212% reliability. 78% reduction design costs with automated tools, 11% order through e-retailing,
OPERATIONS
-Eliminate 21% spoilage rate to 0, distribute selected product to high-end retailer reduce costs 65% & gain sales 324%
-End obsolete rate of 29% to 0, develop resellers for low-end product reducing costs 45% and increasing sales 231%
-Develop inventory management with turns from .3 to 680, product life cycle gain of 236% costs
-Install customer requirements, supply-demand and network optimization to reduce costs 234% with stock outs from 76% of
product to 0, expand 67% further internationally reducing costs 78% and increasing sales 237%
-Outsource non-key products at 267% savings, 98% fully automate distribution saving 157%
-Develop full automated process control system requiring no human interface and reducing CGS 68%
MARKETING
-Secure massive branding with increases of 549% brand advocates and 389% brand loyal thereby facilitating 456% sales gain
& 99.8% customers for life, 99.98% retention. Customers co-develop product gain 358% sales, 456% value & 379% innovation
-Frequent and intense use of promotions to drive 345% sales gain, 290% gain customer base & 348% customer commitment
-Attain 99.99% repeat customers with 389% purchase expansion creating 478% new brand advocates as active salespersons
-Raise customer expectations with 179% customer satisfaction, 256% customer delight and 456% gain in customer value
-Use permissive marketing to target customer with some awareness increasing sales 278%
-Utilize all marketing in a 3 year blitz-guerrilla,multi-level,alliance,proximity,experimental,influencer,direct and digital

- 92% dedicated suppliers,100% suppliers fund development, 1.04% supplier turnover, 1.09%price variance
The Boeing Company, St. Louis, MO 1987-1993
Executive Vice President Operations and Marketing, Board Member
CCOCREATIVE,CIOINFO, CCO,CAE, CLOLEGAL, COQ, CSOstrategy, CADOassociate development,CEOengineering
CIOinvestments, CGOgovernment, CFOforeign relations,CDMOdefense/military, CCOcommerial,BOD
398% net income growth, 489% sales gain, annual-ROR 92%,, ROC 78%, ROI 65%, ROE 64%, reduce inventory 30B to 29M
Plants 63 to 23 reduction, 148 processes to 3 million, 3year to 2.2m cycle, 59m to 1m tools,1 to 1098 customer,25B sku 3m
Boeing Defense
1993 92 91 90 89 88 87 Growth/YR Sales up 398%,Income rose 498%
Sales 28B 23B 16B 11B 7B 4.5B 2.5B 58.9% Author;
Net Income 19B 13B 8B 5B 3B (560M) (1B) 76.9% John Gouy, Chair, Bill Ross, President, M.Bingaman EVP
ROA(return on assests) 49 36 28 21 16 9 3 67.8%
MV(total market value) 89 54 34 26 17 8 2 78.9%
EPS(earnings per share) 56 43 37 29 21 9 7 76.8%
John Gouy, Chairman Our closest partner asked and received total officer consulting at E&Y as the champion of strategy for highly
profitable growth which also greatly supplement our very strong growth also at the hands of Brian Dunlap, EVP
CONCURRENT
ENRST & YOUNG WORLDWIDE CONSULTING--SYNERGY GLOBAL
CONSULT PARTNER
Consulting Officer Postions:CMO,CBO,CLO,CSO,CDO,CIO,CIOINFO, CCOCOST, CTO, CKO, CTO, CRO, CBDO,
CCOCREATIVE,CIOINFO, CCO,, CLOLEGAL, COQ,CEOengineering,CIOinvestments, CSOstrategy. CADOaaaociate develop,BOD
1993 92 91 90 89 88 87 Growth/YR Sales up 498%,Income rose 598%
Sales 29B 21B 13B 9B 5B 2.5B .5B 58.9%
Net Income 18B 12B 8B 5B 3B (760M) (1B) 76.9%
ROA(return on assests) 59 39 23 20 16 9 2 67.8%
MV(total market value) 49 34 24 16 13 8 2 78.9%
EPS(earnings per share) 66 48 39 28 21 9 5 76.8% Author; Raymond Groves, Chairman, David Peroni,
President, Alex Martingago, EVP
Ray Groves, Chairman Brian produced a far superior strategic product closely working with both firms. He ensured new best practices,
strategy and vision were the great enduring output of both efforts. Brian remained a executive vice president of Boeing while he solely all
officers roles at both firm as this was a management and shareholder strong demand. Brian brought seasoned experience tenure dealing
with every single global practice & best in breed heavy experience which never for second never conflict Alex Matingago Very well
deserved as sole consulting facilitator and mentor Brian assumed our top position executive managing partner. Fortune Brian executed all
new techniques and world class technique with his dedicated client. The Boeing Company. He was a leading member of Board,
MARKETING
BOEING PROMOTE to oversee all operations and marketing for largest turnaround In world history with improvement
operations of 27 billion growth organization from 1.2 billion in 1985, while reducing workforce 52% or 63,560.
-Dramatically turned around operation suffering from severe 12% loss per year to Fortune 500 leader with a 39%
net gain per year, implementing hands-on leadership.
ROI from -9% to +76% Sales -7% to +59%/year Market Share -48% to +66%
-Established strategic customer focus through cultural change and process redesign, increasing customer base 1980%(1 to
198), customer satisfaction 179%, customer delight 355%, & customer expansion 450% over initial sale

-Achieved milestone reducing cost to serve 349%, order management costs 459%, facilities 267 to 39, distribution
centers 58 to 3, 51% of work force, executing cost management methods and mentoring staff on procedures.
-Developed strategic marketing focus with 650% increased customers and 100% repeat sales.
-Gain in customer and service innovation, increasing sales 329%
-Secure international penetration by 179% and increase profitability by 229%
-Develop niche markets to obtain world class marketing status at 76% share of 29% of product line
Implementing performance management with head on competition by entire workforce & hit ratio of 98.9% & customer
satisfaction of 99.7% up from dismal 23.9% with customer gain of 1645%; developing skills of people to achieve their
329% greater capability, rapid rise to #1 market by 543% share gain; increase profit of the firm 650%
-Developed strategic customer focus and strategically diversify from aerospace OEM to new markets of tier II aerospace, high
tech, electronics, industrial, chemical, medical device, and consumer with initial 12% share growing to 54%
-Obtained 231% gain category management, 289% channel management, 345% segmentation and 456% distribution savings
- 94% dedicated suppliers,100% suppliers fund development, .04% supplier turnover, .09%price variance
OPERATIONS
-Attained year to year 6 year-59%sales,67%profit,58%ROA,78%ROC,87%ROE,98%ROR,97%EV,67%MV,78%EPS and 179%
Customer value for BOEING
-Achieved .09 PPB quality, .0098% non-quality, .0076 waste and .00087% non-value added activities
-Secured product gains of 345% durability, 478% reliability, 321% service ability and 236% install ability
-Saved 679% costs over product duration by deploying product life cycle management
-Achieved milestone reducing cost to serve 349%, order management costs 459%, facilities 249 to 29, distribution
centers 58 to 7, 51% of work force, executing cost management methods & deploying Toyota Production System.
-Deployed improvement building blocks through transformation of processes, technology and culture, increasing
throughput 189%, productivity 149%, innovation 11 fold gain, knowledge & capability 13 times increase
Reduced cost drivers over 95% of cycle 3 year, technologies 148 million to 5, part sku 25B, WIP 21billion to 3B, tooling
making processes 17m to 1m, assembly steps 113 million to 3m & fixtures 52 million to 1m, implementing performance
management; developing skills of people to achieve their capability and also increase profit of the firm 650%
ERNST & YOUNG IMPROVEMENT CONSULTING GLOBAL BENCHMARK SYNERGY
Clients include Emerson, Anheuser Busch, Boise, Mead, John Deere, CAT, Nestle, GE, Monsanto, DuPont, Motorola,
ABB, IBM, Proctor & Gamble, Lockheed, Northrop, Boeing, Coca-Cola, Lowes, Toyota, Traco & Target.
SAB Miller-Deploy micro marketing increasing sales 21% -P&G-Implement customer experience,13% gain
CAT-Put in place a strategic marketing plan gaining sales 17% -Coca-Cola-Deploy brand advocacy, 94% gain
ABB-Increase product line 212% increasing sales 21% -Mead deploy emotional intelligence, 12% gain
-John Deere, Supply Chain Management-21% -Nestle, Productivity Improvement-76% -GE, Lean and Six Sigma-67%gain
-Monsanto, Resource Utilization-38%rise -ABB, Total Productive Maintenance-45% -Lockheed, Production Strategy-56%
-Northrop, Engineering Improvement-89% -IBM, Total Quality Control-89%gain -Airbus, Continue Global Sales-32%
MARKETING
Average client attained 30-50% increase in profitability, 10-25% sales and 20-30% customer base gain.
-Trane-Implement an emotional intelligence marketing, service gain 215% -Emerson-QFD & customer delight, 67% gain
-Monsanto-Deployed a 230% product line increase, gain 167% -Lockheed-product diversify 67%, 54% net gain
-Anheuser Busch secured 12% sales gain through micro-marketing -DuPont-new market-58% share entry gain
-Target attained 11% sales gain through end user analysis -Lowes achieved 13% sales gain by point sale
-Ameritrade-megamarketing sales gain 23%, share gain 12% -Charles Schwab-product line analysis-31%

-Fidelity-macromarketing-23% sales gain,18% market share increase -Scottrade-influencer marketing-28%sales gain
-Goldman Sachs-guerrilla marketing 34%sales gain,19%market share gain -Morgan Stanley-multi-level marketing37%gain
OPERATIONS
-Anheuser Busch-reduced cost of goods 12% -Ralston Purina-reduce 65% -IBM-increase quality 37%
-Mead-implement lean/six sigma, net gain 34% -P&G-increase productivity, gain 27% -ABB-increase quality 57%
-Dow-productivity improvement 98% -BASF-increase asset management-87% -Colgate-logistics gain-76%
-Boise-asset management savings 56% -Motorola-45%savings ABC cost system –Airbus-56% quality gain
-Bayer-maintenance reduce 78%,tooling reduce89-INI 100%proocess automation save 65% -PPG operations gain 36%
-Chevon-engineering competency & 6 fold decline-Solvay-facilities management save 89% -Akzo production gain 67%
Achieved the appointment to very prestigious Board as a leading member with innovation, knowledge and intellect:
BOARD TYPE ACHIEVEMENTS CLIENTS
LEADING BOARD MEMBER Active developer of policy, creed, mission Toyota, Tiffany, Toyota Gosei, Boeing,
structure & strategy-operations/marketing emphasis Google, Apple, Kia, Airbus,Rhone
SHADOW BOARD MEMBER Assist consult client for productive board
meetings-best in breed operations/marketing Fortune, Chase, ABB, BASF, Bank of America
Master Card, CitiCorp, John Deere
SECRETARY OF BOARD running scope, maintain strategic direction, put Target, Mead, Boise, Wheeling, Purina,
decision in action-emphasis best practice operations/marketing Alcan, Safeway
IMPROVEMENT BOARD market dominance, best in class sales, profit, ROA; Detroit Diesel, Kroger, Del Monte,
& market value-emphasizing operations/marketing Ricoh, Land Rover, Jaguar
Citroen, Bentely, Porsche, Daewoo
Tata, HP, Tyson, Hon Hai, Hertz,
McKesson
DUAL BOARD MEMBER merger operations/marketing analysis develop McDonnell Douglas, Schering, Bendix, Mattel
best configuration, develop operations/marketing price Porsche, Bentley, Allergan, Martin
Marreta,Compaq, Sears, BP
Advanced Auto, Sysco, Peoplesoft
AUDIT COMMITTEE adequate operations/marketing internal controls Accenture, Newell, McDonnell’s, Walmart,
regulate operations/marketing financial statements GAAP Mitsui, Nippon, Morton
TRADING COMPANIES 1ST
required to conduct very detailed work/analysis Mitsui, Nippon, Mitsubishi, Tomen, ,
all operations & marketing jobs, communication, forms Itochu, Sumitomo, Toyota Tsucho
methods & structure all operations & marketing jobs
deriving best practices for each job/full enterprise and
then provide cornerstone of board leadership/direction
Develop all new operations/marketing job description,
structure, performance measures, policy & strategy/tactical
Core Competencies
Strategic
Operations
Strategy
Dynamic Sales
Planning
Lean/Quality
Excellence
Dynamic
Supply Chain
Management
Total
Productive
Management
New Plant
Design/Expand
Market
Dominance
Business Process
Optimization
Culture/Associate
Development
Hoshin/Policy
Deployment
Global Multi-
site Operations
Overhead
Reduction
New Product
and Process
Design
Product
Development
Strategy/Execution
Marketing
Winning Strategy
Customers for
Life/250%
Delight
Strategic
Marketing
Strategy
Exceptional
Marketing
Execution
Exceed Shaping Effective Sales 100% Life Time Transfor Kano

Customer
Require over
150%
International
Dominance
Force
Organization
Expanding
Repeat
Customers
Customers Models
Utilize
Experiential
Marketing
Deploy VOC and
QFD
Interlocking
Customer CRM
Start-up and
Turnaround
#1 Market
Share over
Competition
55%
Product Line
Value
Advantage
67 Core Competencies are part of detail CV resume containing benefit impact on all the above parties
121 performance measurers of all processes, organization, knowledge, innovation & management in detail CV resume
LEADERSHIP EDUCATION, TECHNICAL AUTHORSHIPS AND
PROFESSIONAL ORGANIZATIONS
Highly devoted to education as “most educated businessman in the world” Fortune and “unique best practice development of 13
million associates/suppliers and greatest world university through cornerstone of self-education” Forbes. As sole education
champion of Toyota, Tiffany and Boeing best in breed associate development for market dominance and coveted year to year
50% sales, income, ROA, MV and EPS. The effort has been “best associate development through self-education” awarded for
“past 28 years” by Association for Talent Management “Brian’s best self-education for associate leader” International Herald
Fully executed all academics of 56 degrees of 30 top global business colleges and 218 famed certifications targeting all facets of
operations, marketing, knowledge and CEO/COO issues. Degrees included PHDs of most talented at Toyota, Nagoya, Harvard,
Yale, Columbia, Oxford and Paris. This best practice was outstandingly supported by MBAs of Toyota, Stanford, Chicago, MIT,
NYU, Southern California and North Carolina. 11 MEDs of Brown, Cornell, Rutgers and Cambridge provide the successful
education methods/technology. As best in breed degrees of 9 organizational development, 12 engineering,applied science,
marketing, sales, HRM, entrepreneurial, associate/enterprise development, cost/finance,technology, maintenance and
manufacturing automation supplement associate foundation. Attained 218 certifications rounded out the unmatched best practice
of operations, marketing, CEO/COO issues and 45 engineering. The CV contains all degrees/certifications
“Unmatched and often mimicked, provides the most extensive technical leadership of operations, marketing, CEO/COO issues,
knowledge and innovation from a globally unique education and hands on experience that is unmatched” Business Week
“the technical support for operations, marketing, sales, knowledge and innovation represents one of a kind world best of breed
enlightens and provides discovery” Wall Street Journal “the technical innovation and knowledge transferred of operations,
marketing, sales and CEO/COO issues from the most distinguished author” Inc Facilitated and authored are 11 book including a
best seller, 121 periodicals, 102 Technical Journals, 98 Database Sources and 59 News Letters of Leadership,
Operations, Marketing, Sales, Innovation and Knowledge, The CV contains technical details.
Led for 30 years all operations, marketing and CEO/COO management 153 professional organizations as President, EVP or VP
Programs as outstanding technical program development and management officer. President prestigious associations of
Operations Management, Operations Excellence, Sales/Marketing Executives, Marketing Strategy and CEO/COO Today. “This
greatest leadership contribution ever nationally” Barron’s “As sole developer of operations/marketing he has made a great global
contribution” Business Today The CV has full breath and technically robust leadership
CORE SCHOOLS
Harvard Toyota Management
PHD Operations and Marketing PHD Enterprise and Associate Development
MBA Operations and Marketing MBA Operations and Marketing
MA Entrepreneurial MA Organizational Development
MA Market Master MS Operations Development & Performance
MA HRM Management MA Public Relations & Stakeholders
MS Development & Application Applied Sciences MS Engineering/MS Develop Applied Sciences
Wharton Nagoya International
PHD Operation and Marketing PHD Operations and Marketing

MA Sales Master MED Operations and Marketing
MA Cost and Financial Management MS Technology for Market Advantage
MS Manufacturing Automation and Technology MA Strategy, Innovation & Branding
University of Cincinnati MS Organizational Develop & Performance MGT
MBA Operations and Marketing 218 Certifications
MED Education Operations & Marketing 48 Marketing
BS Engineering Management 29 Sales
BBA Operations and Marketing 59 Operations Excellence
BBAAccounting 21 Manufacturing Automation
BBA HRM Strategic 17 Strategy and Policy Deployment
BA Strategy, Policy, Tactical & Performance Management 21 Engineering
23 CEO/COO & Management
COMPOSITION DETAIL CV RESUME ATTACHMENTS
1. 65 Core Competencies with Quantifiable Benefits for Toyota,Tiffany,Toyota Gosei & Boeing with Examples,
hard facts, achievements, methodology, cost drivers, revenue drivers, elimination all threats & constraints
2. Technical Leadership-389 Publications as Founder/Contributor-2 Best Seller-Operations,Marketing,CEO/COO,
12 books, 137 periodicals, 91 journals, 78 data bases, 27 market research sources, 56 news letters
3. Professional Organizations-Fellow/Contributor 267 Organizations-President Top 8-Operations/Marketing/COO,
EX-EVP 89 organizations, development 3,879 courses, 356 organization periodicals, 124 certifications
4. 57 Academics Degrees with credit 68-85%/34 Honorary-70hous/week 36 yrs- Operations,Marketing & CEO/COO
Operations/marketing,entrepreneurial,engineering,organisation development,applied science, HRM strategy
associate development,master marketer,master sales,technology,cost/finance,automation,communications
5. 218 Certifications with Continuing Education-55-80%credits, total synergy degrees & work-little added resource
6. Toyota Semi-Annual Personality Attributes-123 most frequent leadership & management attributes-rank 98.9%
7. 121 Performance Measurers of All Above Parties-Financial, Operations, Marketing, Management and Strategic

BRIAN MICHAEL DUNLAP-RESUME

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