II-VI is a $550 million market cap company founded in 1971 that produces infrared optics, radiation detection products, and crystals for lasers and telecommunications. It has over 5,000 customers across military, industrial, medical and telecom industries, with 47% of sales outside the US. The company has a diversified portfolio and customer base but also faces risks from industry cyclicality and potential competition for its intellectual property. Management sees opportunities for growth through market expansion, operational improvements, and potential acquisitions.
Flexpoint Sensor Systems develops and manufactures flexible potentiometer technology called Bend Sensors. The company is located in Draper, Utah and has 9 issued patents on its Bend Sensor technology. Flexpoint sees opportunities to use its sensors in applications like automotive products, medical devices, industrial controls, and consumer products. It currently generates revenue from products like variable speed seat switches and is working with automotive suppliers on integrating its sensors into vehicles. Flexpoint aims to expand its product lines and market share in industries like automotive, medical, and industrial controls.
This document discusses the internal and external responsibilities of engineers. Internally, engineers have responsibilities to their employers which include collegiality, loyalty, respect for authority, and collective bargaining. Collegiality involves respecting colleagues' work and moral commitments. Loyalty includes fulfilling contractual duties and identifying with an organization's goals. Respect for authority means complying with those given power over tasks. Collective bargaining is negotiation between employers and employee representatives. Externally, engineers have responsibilities to the public, including maintaining confidentiality, avoiding conflicts of interest, and not committing occupational crimes like price fixing or endangering lives.
Legal and ethical issues in engineering designAhmad Alzbeidat
This document discusses legal and ethical issues in engineering design. It outlines several engineering ethics principles including honesty, protecting public safety, competence, avoiding conflicts of interest, and building reputation on merit. The document also summarizes the American Society of Mechanical Engineers' code of ethics which calls on engineers to enhance human welfare, be honest and impartial, and increase the prestige of the profession. Common ethical dilemmas faced by engineers are presented along with different views on defining ethical behavior.
1. The document discusses the relationship between engineers and managers in organizations and how to navigate ethical issues. It outlines that engineers and managers may have different perspectives and priorities.
2. Engineers should understand an organization's culture to know how issues are framed and to act responsibly. There are three main types of cultures: engineer-oriented, customer-oriented, and finance-oriented.
3. Decisions can be either proper engineering decisions (PED), which require engineering expertise, or proper management decisions (PMD), which involve factors like cost and scheduling.
Unit-4 Professional Ethics in EngineeringNandakumar P
About an engineer's responsibility and rights he/she having nowadays. This PPT will give them a basic approach towards engineer's work towards public needs that develop the society in this updated world.
Pro Energy Electric is an electrical contracting company that has been in business for over 50 years. It provides electrical services to both government and commercial/industrial/residential clients. The company's owner, William J. Wright-EL, Jr., has over 10 years of experience in the electrical field and holds several licenses. Pro Energy Electric prides itself on reliable, high-quality, and cost-effective electrical installations tailored to customers' needs. Its mission is to offer the highest quality of electrical service and personalized customer satisfaction.
Flexpoint Sensor Systems develops and manufactures flexible potentiometer technology called Bend Sensors. The company is located in Draper, Utah and has 9 issued patents on its Bend Sensor technology. Flexpoint sees opportunities to use its sensors in applications like automotive products, medical devices, industrial controls, and consumer products. It currently generates revenue from products like variable speed seat switches and is working with automotive suppliers on integrating its sensors into vehicles. Flexpoint aims to expand its product lines and market share in industries like automotive, medical, and industrial controls.
This document discusses the internal and external responsibilities of engineers. Internally, engineers have responsibilities to their employers which include collegiality, loyalty, respect for authority, and collective bargaining. Collegiality involves respecting colleagues' work and moral commitments. Loyalty includes fulfilling contractual duties and identifying with an organization's goals. Respect for authority means complying with those given power over tasks. Collective bargaining is negotiation between employers and employee representatives. Externally, engineers have responsibilities to the public, including maintaining confidentiality, avoiding conflicts of interest, and not committing occupational crimes like price fixing or endangering lives.
Legal and ethical issues in engineering designAhmad Alzbeidat
This document discusses legal and ethical issues in engineering design. It outlines several engineering ethics principles including honesty, protecting public safety, competence, avoiding conflicts of interest, and building reputation on merit. The document also summarizes the American Society of Mechanical Engineers' code of ethics which calls on engineers to enhance human welfare, be honest and impartial, and increase the prestige of the profession. Common ethical dilemmas faced by engineers are presented along with different views on defining ethical behavior.
1. The document discusses the relationship between engineers and managers in organizations and how to navigate ethical issues. It outlines that engineers and managers may have different perspectives and priorities.
2. Engineers should understand an organization's culture to know how issues are framed and to act responsibly. There are three main types of cultures: engineer-oriented, customer-oriented, and finance-oriented.
3. Decisions can be either proper engineering decisions (PED), which require engineering expertise, or proper management decisions (PMD), which involve factors like cost and scheduling.
Unit-4 Professional Ethics in EngineeringNandakumar P
About an engineer's responsibility and rights he/she having nowadays. This PPT will give them a basic approach towards engineer's work towards public needs that develop the society in this updated world.
Pro Energy Electric is an electrical contracting company that has been in business for over 50 years. It provides electrical services to both government and commercial/industrial/residential clients. The company's owner, William J. Wright-EL, Jr., has over 10 years of experience in the electrical field and holds several licenses. Pro Energy Electric prides itself on reliable, high-quality, and cost-effective electrical installations tailored to customers' needs. Its mission is to offer the highest quality of electrical service and personalized customer satisfaction.
The document discusses the importance of proper calibration and maintenance of mechanized equipment used for lawn care. It provides steps for calibrating both granular and liquid spreaders to ensure accurate application rates. Key steps include determining the machine speed and spread width, doing calculations to find the proper application rate, verifying the speed and pattern width, and doing test runs to adjust the rate dial as needed. Frequent calibration and cleaning of equipment components like nozzles, impellers and hoppers is emphasized to avoid issues like inaccurate applications, turf damage or chemical burns.
Elizabethans enjoyed sports like jousting where knights would ride at each other with lances, archery using bows and arrows made of wood, animal parts, and iron, and hawking where people would hunt with trained birds of prey. Hunting with dogs or by other means was also a popular pastime.
1. O documento apresenta as novas restrições altimétricas para edificações em Belo Horizonte estabelecidas pelo Ministério da Defesa, definindo as superfícies de proteção e suas cotas limite no aeroporto da Pampulha.
2. São descritos procedimentos para aplicação correta das novas portarias, como verificar a superfície e cota do terreno e comparar com levantamento aerofotogramétrico para definir altura máxima.
3. São explicados casos em que é permitido ultrapassar a
Jousting and archery were popular sports during the Elizabethan era. Jousting involved two horse-mounted knights charging at each other with lances in an attempt to knock the opponent off their horse. Archery was practiced both for sport and as military training, with skilled archers able to hit targets while riding horses at full gallop.
Burgos is a city in northern Spain with about 200,000 inhabitants. It was founded in 884 as an outpost of the expanding Christian frontier. Burgos later became the capital of the County of Castile and the Kingdom of Castile and León. Some of Burgos' most prominent landmarks include its Gothic cathedral, castle, the Monastery of Santa Maria la Real de las Huelgas, and the Cartuja de Miraflores monastery. The city is also known for its typical foods like morcilla sausage and lamb as well as cheeses from the Burgos region.
This was a project my group put together for Colin Spooner at Pereira & O\'Dell. The project was to increase WPS attendance by 20% and gain brand awareness/new customers through viral marketing and social media.
This is a presentation my group did for Linda Castillon who is the Head of Licensing at SkinIt. This was a fun project centered on how SkinIt can better brand themselves. We focused on a clear, coherent, and consistent message centered on great products, best quality and extensive availability.
O documento discute o processo de fabricação do chocolate, começando pela colheita e processamento do cacau até a produção do chocolate. As três etapas fundamentais para o desenvolvimento do sabor do chocolate são temperagem, refino e conchagem. O documento também explica conceitos como polimorfismo da manteiga de cacau e a importância de uma boa temperagem para as características finais do chocolate.
Alicia Keys and Jordin Sparks are two inspiring female artists. Alicia Keys graduated from the Professional Performing Arts School at age 16 and went on to have international success as a singer and pianist by age 21, quoting that the key of A minor represents her music through her eyes. Jordin Sparks was the youngest finalist on American Idol in 2007 at age 17 and is currently pursuing her singing career while still studying, with her goal being a role model for people of all ages.
I did a presentation for Bilal Abdullah, who is the creator behind BADL. The apparel company was working on raising brand awareness through guerilla marketing events, such as 3-Point Shoot-Out contests, and also by delving deeper into social media.
I worked with teammates to present a campaign to promote the brand on social networking platforms as well as developing the actual basketball events that can be held anywhere across the country.
P2 Solar aims to develop eco-friendly solar solutions and reduce global pollution. It currently focuses on developing solar power projects in regions with good sunlight exposure and attractive tariff rates. The company has identified markets in India, Europe and Canada and plans to develop a minimum of 100MW of solar capacity by 2014. P2 Solar provides a sustainable and profitable investment opportunity with an expected 20% equity IRR through its well-defined growth strategy and experienced management team.
The annual investor conference agenda included introductory comments and presentations on Goodrich's business overview, strategic business units, operational excellence initiatives, and financial review. The conference aimed to provide investors an understanding of Goodrich's strategies and prospects. Goodrich is a leading aerospace supplier with broad product portfolio and strong market positions. It aims for balanced growth through economic cycles by focusing on operational excellence and new opportunities like the Airbus A350 and Boeing 787.
The annual investor conference agenda included introductory comments and presentations on Goodrich's business overview, strategic business units, operational excellence initiatives, and financial review. The conference aimed to provide investors an understanding of Goodrich's strategies and prospects. Goodrich is a leading aerospace supplier with broad product portfolio and strong market positions. It aims for balanced growth across original equipment and aftermarket channels in commercial and military aviation through 2010.
The document provides an agenda and background information for Goodrich Corporation's 2004 Annual Investor Conference on November 15th in New York City. The agenda includes introductory comments, an overview of Goodrich, and presentations from various segment presidents and executives on topics like technology, finances, and strategic initiatives. Executive profiles are also provided for speakers like the CEO Marshall Larsen and presidents of segments including airframe systems, engine systems, and electronics.
The document provides an agenda and background information for Goodrich Corporation's 2004 Annual Investor Conference on November 15th in New York City. The agenda includes introductory comments, an overview of Goodrich, and presentations from various segment presidents and executives on topics like technology, finances, and strategic initiatives. Executive profiles are also provided for speakers like the CEO Marshall Larsen and presidents of segments including airframe systems, engine systems, and electronics.
The document provides a summary of an individual's professional experience including executive roles in telecom and technology companies, experience in mergers and acquisitions, and experience as an educator. Some key results include quadrupling revenue and increasing profits at one company and increasing revenues 500% at another company. The individual has significant experience in accounting, auditing, consulting, and information security.
The document provides an agenda for Goodrich Corporation's 2007 Investor Conference held on October 31, 2007 in New York City. The agenda outlines presentations on Goodrich's business segments and financial review to be given from 1:00-4:00pm, including breaks and a Q&A session. Brief executive profiles are provided for nine senior Goodrich executives scheduled to present.
The document provides an agenda for Goodrich Corporation's 2007 Investor Conference held on October 31, 2007 in New York City. The agenda outlines presentations on Goodrich's business segments and financial review to be given from 1:00-4:00pm, including breaks and a Q&A session. Brief executive profiles are provided for nine senior Goodrich executives scheduled to present.
Pristine Sun is a 6-year old fast-growing company located in San Francisco, CA. We build, own and operate solar power plants on rural grassland and sell the electricity on long-term (ie 20-year) contracts primarily to investment grade utilities. Pristine Sun was recently nominated for Axial’s Growth 100 list, recognizing the most interesting companies in the middle market. We’ve been profitable and/or cash-flow positive the last two years, and have contracts in place to increase our growth by over 300% in 2016. We’re seeking $5 Million in this round. We raised $10 Million in 2011 from private equity and paid it off in full from profits. We're now ready to raise another round to accelerate growth.
The document discusses the importance of proper calibration and maintenance of mechanized equipment used for lawn care. It provides steps for calibrating both granular and liquid spreaders to ensure accurate application rates. Key steps include determining the machine speed and spread width, doing calculations to find the proper application rate, verifying the speed and pattern width, and doing test runs to adjust the rate dial as needed. Frequent calibration and cleaning of equipment components like nozzles, impellers and hoppers is emphasized to avoid issues like inaccurate applications, turf damage or chemical burns.
Elizabethans enjoyed sports like jousting where knights would ride at each other with lances, archery using bows and arrows made of wood, animal parts, and iron, and hawking where people would hunt with trained birds of prey. Hunting with dogs or by other means was also a popular pastime.
1. O documento apresenta as novas restrições altimétricas para edificações em Belo Horizonte estabelecidas pelo Ministério da Defesa, definindo as superfícies de proteção e suas cotas limite no aeroporto da Pampulha.
2. São descritos procedimentos para aplicação correta das novas portarias, como verificar a superfície e cota do terreno e comparar com levantamento aerofotogramétrico para definir altura máxima.
3. São explicados casos em que é permitido ultrapassar a
Jousting and archery were popular sports during the Elizabethan era. Jousting involved two horse-mounted knights charging at each other with lances in an attempt to knock the opponent off their horse. Archery was practiced both for sport and as military training, with skilled archers able to hit targets while riding horses at full gallop.
Burgos is a city in northern Spain with about 200,000 inhabitants. It was founded in 884 as an outpost of the expanding Christian frontier. Burgos later became the capital of the County of Castile and the Kingdom of Castile and León. Some of Burgos' most prominent landmarks include its Gothic cathedral, castle, the Monastery of Santa Maria la Real de las Huelgas, and the Cartuja de Miraflores monastery. The city is also known for its typical foods like morcilla sausage and lamb as well as cheeses from the Burgos region.
This was a project my group put together for Colin Spooner at Pereira & O\'Dell. The project was to increase WPS attendance by 20% and gain brand awareness/new customers through viral marketing and social media.
This is a presentation my group did for Linda Castillon who is the Head of Licensing at SkinIt. This was a fun project centered on how SkinIt can better brand themselves. We focused on a clear, coherent, and consistent message centered on great products, best quality and extensive availability.
O documento discute o processo de fabricação do chocolate, começando pela colheita e processamento do cacau até a produção do chocolate. As três etapas fundamentais para o desenvolvimento do sabor do chocolate são temperagem, refino e conchagem. O documento também explica conceitos como polimorfismo da manteiga de cacau e a importância de uma boa temperagem para as características finais do chocolate.
Alicia Keys and Jordin Sparks are two inspiring female artists. Alicia Keys graduated from the Professional Performing Arts School at age 16 and went on to have international success as a singer and pianist by age 21, quoting that the key of A minor represents her music through her eyes. Jordin Sparks was the youngest finalist on American Idol in 2007 at age 17 and is currently pursuing her singing career while still studying, with her goal being a role model for people of all ages.
I did a presentation for Bilal Abdullah, who is the creator behind BADL. The apparel company was working on raising brand awareness through guerilla marketing events, such as 3-Point Shoot-Out contests, and also by delving deeper into social media.
I worked with teammates to present a campaign to promote the brand on social networking platforms as well as developing the actual basketball events that can be held anywhere across the country.
P2 Solar aims to develop eco-friendly solar solutions and reduce global pollution. It currently focuses on developing solar power projects in regions with good sunlight exposure and attractive tariff rates. The company has identified markets in India, Europe and Canada and plans to develop a minimum of 100MW of solar capacity by 2014. P2 Solar provides a sustainable and profitable investment opportunity with an expected 20% equity IRR through its well-defined growth strategy and experienced management team.
The annual investor conference agenda included introductory comments and presentations on Goodrich's business overview, strategic business units, operational excellence initiatives, and financial review. The conference aimed to provide investors an understanding of Goodrich's strategies and prospects. Goodrich is a leading aerospace supplier with broad product portfolio and strong market positions. It aims for balanced growth through economic cycles by focusing on operational excellence and new opportunities like the Airbus A350 and Boeing 787.
The annual investor conference agenda included introductory comments and presentations on Goodrich's business overview, strategic business units, operational excellence initiatives, and financial review. The conference aimed to provide investors an understanding of Goodrich's strategies and prospects. Goodrich is a leading aerospace supplier with broad product portfolio and strong market positions. It aims for balanced growth across original equipment and aftermarket channels in commercial and military aviation through 2010.
The document provides an agenda and background information for Goodrich Corporation's 2004 Annual Investor Conference on November 15th in New York City. The agenda includes introductory comments, an overview of Goodrich, and presentations from various segment presidents and executives on topics like technology, finances, and strategic initiatives. Executive profiles are also provided for speakers like the CEO Marshall Larsen and presidents of segments including airframe systems, engine systems, and electronics.
The document provides an agenda and background information for Goodrich Corporation's 2004 Annual Investor Conference on November 15th in New York City. The agenda includes introductory comments, an overview of Goodrich, and presentations from various segment presidents and executives on topics like technology, finances, and strategic initiatives. Executive profiles are also provided for speakers like the CEO Marshall Larsen and presidents of segments including airframe systems, engine systems, and electronics.
The document provides a summary of an individual's professional experience including executive roles in telecom and technology companies, experience in mergers and acquisitions, and experience as an educator. Some key results include quadrupling revenue and increasing profits at one company and increasing revenues 500% at another company. The individual has significant experience in accounting, auditing, consulting, and information security.
The document provides an agenda for Goodrich Corporation's 2007 Investor Conference held on October 31, 2007 in New York City. The agenda outlines presentations on Goodrich's business segments and financial review to be given from 1:00-4:00pm, including breaks and a Q&A session. Brief executive profiles are provided for nine senior Goodrich executives scheduled to present.
The document provides an agenda for Goodrich Corporation's 2007 Investor Conference held on October 31, 2007 in New York City. The agenda outlines presentations on Goodrich's business segments and financial review to be given from 1:00-4:00pm, including breaks and a Q&A session. Brief executive profiles are provided for nine senior Goodrich executives scheduled to present.
Pristine Sun is a 6-year old fast-growing company located in San Francisco, CA. We build, own and operate solar power plants on rural grassland and sell the electricity on long-term (ie 20-year) contracts primarily to investment grade utilities. Pristine Sun was recently nominated for Axial’s Growth 100 list, recognizing the most interesting companies in the middle market. We’ve been profitable and/or cash-flow positive the last two years, and have contracts in place to increase our growth by over 300% in 2016. We’re seeking $5 Million in this round. We raised $10 Million in 2011 from private equity and paid it off in full from profits. We're now ready to raise another round to accelerate growth.
The document discusses a panel discussion on business risks and financing trends for California companies. The panelists include professionals from SingerLewak LLP, ROTH Capital Partners, and Sheppard Mullin law firm. Troy Snyder from SingerLewak discusses the top 10 business risks, including emerging markets, talent management, economic recovery concerns, access to credit, and increased regulation. David Enzer from ROTH Capital Partners reviews venture capital and financing trends in California. Jamie Mercer from Sheppard Mullin discusses recent trends in private investment in public equity (PIPE) deals and other financing structures. The panel then discusses regulatory reporting requirements and M&A activity.
Selectica announced the addition of three new executives to its management team: Bill Roeschlein as CFO, Terry Nicholson as COO of Contract Management Solutions, and Steven Goldner as VP of Engineering. Two board members, John Fisher and Thomas Neustaetter, resigned to focus on their venture capital firms. The additions are meant to help Selectica leverage its assets and create a more profitable business model focused on contract management and sales execution solutions.
3M was founded in 1902 by five businessmen in Minnesota as a mining company but later began producing sandpaper. It has since grown into a diversified technology company with operations in over 65 countries. 3M has six business segments including industrial, healthcare, consumer, safety, display & graphics, and electro & communication. It has strong research and development capabilities and sells over 7,000 products worldwide.
STR 581 Week 6 Individual Strategic Plan and PresentationJulie Bentley
Chicago Bridge & Iron (CB&I) is a global energy infrastructure company founded in 1889. It seeks to diversify into conglomerates by acquiring other businesses to increase profits and resources. CB&I will introduce new storage tank products in the Middle East and work on Japan's water infrastructure. It will evaluate the strategic change through milestones like internal implementation by June 2015 and external expansion assessments every 3 months.
This document summarizes Symantec's 2013 Annual Stockholder Meeting. It introduces the Chairman of the Board, Dan Schulman, and lists the members of the Board of Directors. It then reviews the management team and outlines the formal meeting agenda, including proposals to be voted on and a question and answer session. The Chairman then adjourns the formal meeting and Steve Bennett, President and CEO, provides a strategic overview of the company, its priorities around offerings, go-to-market strategies, and working smarter.
Harry Elkin is a senior operations executive with over 30 years of experience turning around underperforming businesses and leading companies in various industries to improved sales, profits, and shareholder value. He has served as CEO, president, and COO of companies in propane distribution, mobile app development, and semiconductor equipment resale. Elkin increased EBITDA at one company by $1.4 million and sales by 90% and has successfully managed mergers, acquisitions, and strategic partnerships throughout his career. He holds an MBA in finance and a BS in industrial engineering.
Michael C. Jordan has over 30 years of experience in executive level sales, business development, and management positions. He has consistently exceeded goals and delivered strong financial results across multiple industries. Most recently, he implemented a world-wide distribution strategy and grew revenues as Consultant/Sr. Vice President of Strategy and Business Development at LS Research.
The document provides an overview of Tata Motors, including its board of directors, senior management, corporate information, and financial highlights. It introduces the chairman, vice chairman, and other board members. It also lists the senior management team and their roles within the company. The document covers Tata Motor's history, products, global presence, milestones, customer satisfaction initiatives, and corporate social responsibility efforts.
public serviceenterprise group Investor 07/02/08finance20
Public Service Enterprise Group (PSEG) announced two leadership changes. Randall Mehrberg was named Executive Vice President of Planning and Strategy, effective September 8. Mehrberg has solid experience in legal and business roles from previous positions at Exelon Corporation. Stephen Byrd will become President of PSEG Energy Holdings, effective July 7, relinquishing his current strategy responsibilities to Mehrberg. Byrd has experience in investment banking from his previous role at Morgan Stanley that will help in his new leadership of PSEG Energy Holdings.
2. Company Background II-VI was founded in 1971, in Pittsburgh, PA $550MM market cap (4/3/09), $61MM EBITDA FY08 Founder and chairman Carl Johnson (age 68) owns nearly 12% of the company 23rd on the Forbes 200 Best Small Companies in 2008 Products include infrared optics, radiation detection products and crystals used in laser and telecommunications equipment Diversified customer base of over 5,000 customers, 47% of sales outside the US Military, Industrial, Medical, Telecom
4. Current Events 10/08: Board of Directors authorized the purchase of up to 500,000 shares of common stock 12/08: Revenues for the quarter ending 12/31/08 are expected to be $71-76 mil, below the previous estimate of $82-86 mil 1/09: Expects revenue for the third quarter of 2009 to be $66-70 million; has reduced operating costs through reductions in overtime, layoffs, and elimination of certain discretionary spending activities
7. Investment Rationale Diversified product line built on strong IP and a history of engineering High-potential growth Sub-optimal capital structure classic LBO Customers in industries that are poised to grow in the economic downturn and benefit from stimulus package Management team averages 59 years, they may be looking for an exit
8. Value Creation Opportunities Aggressive expansion into total addressable market 80% of addressable market not being served by II-VI Operational improvement to increase inventory turns Currently providing JIT delivery for customers, while holding inventory themselves; low inventory turns Backwards integration possibilities via acquisition of smaller suppliers Mitigate supplier power and competitor access to raw materials
10. Investment Risks Disruption in company culture Obsolescence of product and production Intellectual Property Exposure to cyclical industries threatens stable cash flow needed to make interest payments Potential interest from other parties could create a bidding war
12. LBO Modeling - Results Purchase price: $617MM (10x EBITDA, 11% premium over current share price) Debt / Equity: 1.1
13. Projected Financials Key assumptions 12x EBITDA exit multiple 10% Revenue Growth 12% Mezzanine debt, 6.5% over LIBOR term loan Marginal operational improvements COGS/ Rev is average of previous 5 years SGA constant Improved inventory management: 10% p/y for 3 years, 5% for following 2 years Constant accounts payable days 40% Corporate Tax rate
17. Management Bios Carl Johnson – 68 - Chairman of the BoardCarl J. Johnson has served as a Director of the II-VI Inc since 1971. Dr. Johnson was a co-founder of the Company in 1971 and has served as Chairman since 1985. He served as President of the Company from 1971 until 1985, and as Chief Executive Officer from 1985 until June 2007. From 1966 to 1971, Dr. Johnson was Director of Research & Development for Essex International, Inc., an automotive electrical and power distribution products manufacturer. From 1964 to 1966, Dr. Johnson worked at Bell Telephone Laboratories as a member of the technical staff. Dr. Johnson completed his Ph.D. in Electrical Engineering at the University of Illinois. He holds B.S. and M.S. degrees in Electrical Engineering from Purdue University and Massachusetts Institute of Technology (MIT), respectively. Francis Kramer – 61 - President, Chief Executive Officer, Director Francis J. Kramer has served as a Director of the II-VI INC since 1989. Mr. Kramer has been employed by the Company since 1983, has been its President since 1985, and has been its Chief Executive Officer since July 2007. Previously, Mr. Kramer served as Chief Operating Officer from 1985 to June 2007. Mr. Kramer joined the Company as Vice President and General Manager of Manufacturing and was named Executive Vice President and General Manager of Manufacturing in 1984. Prior to his employment by the Company, Mr. Kramer was the Director of Operations for the Utility Communications Systems Group of Rockwell International Corp. Mr. Kramer graduated from the University of Pittsburgh with a B.S. degree in Industrial Engineering and from Purdue University with an M.S. degree in Industrial Administration. Craig Creaturo – 40 - Chief Financial Officer, TreasurerCraig A. Creaturo has been employed by the II-VI INC since 1998 and has been Chief Financial Officer since November 2004 and Treasurer since 2000. Previously, Mr. Creaturo served as Chief Accounting Officer, Director of Finance, Accounting and Information Systems and Corporate Controller. Prior to his employment by the Company, Mr. Creaturo was employed by the Pittsburgh, Pennsylvania office of Arthur Andersen LLP from 1992 to 1998 and served in the audit and attestation division with a final position as Audit Manager. Mr. Creaturo graduated from Grove City College with a B.S. degree in Accounting. Mr. Creaturo is a Certified Public Accountant in the Commonwealth of Pennsylvania and is a member of the American Institute of Certified Public Accountants and the Pennsylvania Institute of Certified Public Accountants.
18. Management Bios Herman Reedy – 67 - Executive Vice President - Infrared Optics Herman E. Reedy has been employed by the II-VI INC since 1977 and has been Executive Vice President – Infrared Optics since February 2003. Previously, Mr. Reedy held positions at the Company as Vice President and General Manager of Quality and Engineering, Manager of Quality and Manager of Components. Prior to his employment by the Company, Mr. Reedy was employed by Essex International, Inc., serving last as Manager, MOS Wafer Process Engineering. Prior to 1973, he was employed by Carnegie Mellon University and previously held positions with SemiElements, Inc. and Westinghouse Electric Corporation. Mr. Reedy is a graduate of the University of Pittsburgh with a B.S. degree in Electrical Engineering. Vincent Mattera – 54 - Vice President, General Manager - Compound Semiconductor Group Vincent D. Mattera, Jr., has been employed by the II-VI INC since 2004 and has been Vice President of Compound Semiconductor Group since November 2005. Previously Dr. Mattera had served as a Director of the Company from 2000 to 2002. Dr. Mattera had been Vice President, Undersea Optical Transport, Agere Systems (formerly Lucent Technologies, Microelectronics and Communications Technologies Group) since 2001. Previously, Dr. Mattera was Optoelectronic Device Manufacturing and Process Development Vice President with Lucent Technologies, Microelectronics and Communications Technologies Group from 2000 until 2001. He was Director of Optoelectronic Device Manufacturing and Development at Lucent Technologies, Microelectronics Group from 1997 to 2000. From 1995 to 1997 he served as Director, Indium Phosphide Semiconductor Laser Chip Design and Process Development with Lucent Technologies, Microelectronics Group. From 1984 to 1995 he held management positions with AT&T Bell Laboratories. Dr. Mattera holds B.S. and Ph.D. degrees in Chemistry from the University of Rhode Island and Brown University, respectively.
19. Management Bios James Martinelli - 52 - Vice President - Military and Materials Businesses Mr. James Martinelli has been employed by II-VI, Inc. since 1986 and has been Vice President - Military and Materials Businesses since February 2003. Previously, Mr. Martinelli served as General Manager of Laser Power Corporation since 2000 and Chief Financial Officer of II-VI Incorporated since 1994. Mr. Martinelli joined the Company as Accounting Manager, was named Corporate Controller in 1990 and named Chief Financial Officer and Treasurer in 1994. Prior to his employment by the Company, Mr. Martinelli was Accounting Manager at Tippins Incorporated and Pennsylvania Engineering Corporation from 1980 to 1985. Mr. Martinelli graduated from Indiana University of Pennsylvania with a B.S. degree in Accounting. Thomas Mistler - 68 - Lead Independent Director Thomas E. Mistler has served as a Director of the II-VI INC since 1977. Mr. Mistler has been an operating partner for Buckingham Capital Partners, a private investment firm, since 2003. Mr. Mistler was President, Chief Executive Officer and a Director of ESCO Holding Corp. and Engineered Arresting Systems Corporation, a manufacturer of aircraft and vehicle arresting systems, from 1999 to 2003. Previously, he was Senior Vice President of Energy Systems Business for Westinghouse Electric Corporation and from 1965 to 1998, Mr. Mistler served in various engineering, marketing and general management capacities with Westinghouse Electric Corporation including serving as President of Westinghouse Saudi Arabia Limited from 1981 to 1984. Mr. Mistler graduated from Kansas State University with B.S. and M.S. degrees in Engineering.
20. Past Events 12/04: Acquisition of Marlow Industries, Inc., a world leader in thermoelectric solutions 07/05: Completion of a specialized prism that allows NASA to capture high-resolution images of Tempel 1 comet (5 yrs.) 05/06: II-VI named one of BusinessWeek’s Hot Growth Companies (#97) 07/07: “Certificate of Appreciation” award presented by Mitsubishi’s laser division for its industry leading CO2 laser optics