Geoff M. Turk is an accomplished strategic business executive with over 30 years of experience leading enterprise transformations, operational improvements, and strategic business development at large multinational companies including U.S. Steel, Caterpillar, and General Motors. He has a proven track record of significantly improving financial performance, productivity, and effectiveness across complex domestic and international environments. Currently, Turk serves as the Vice President of Service Center Solutions at U.S. Steel where he led a business unit to win over 60% more business despite difficult market conditions. Previously, he held several senior leadership roles at Caterpillar, leading major acquisitions, product innovation initiatives, and global supply chain improvements.

1. Geoff M. Turk
5643 Schmidt Lane, Yorkville, Illinois 60560
Mobile: (309) 360-9415 Email: geoff.turk@comcast.net
PROFILE
Accomplished STRATEGIC BUSINESS EXECUTIVE with proven capabilities to develop strategic vision,implementation plans and then
engage the organization to deliver significantly improved effectiveness, productivity, and financial performance across all aspects of an
enterprise. A highly committed and engaging transformational leader with extensive multi-functional experience and an outstanding record
of achieving bottom-line results in complex and dynamic domestic and international environments.
Proven Strategic Execution Expertise in the following areas:
Enterprise Transformation Strategic Business Development Manufacturing
Operational Improvement Mergers & Acquisitions R&D Effectiveness
Product Management Six Sigma and Lean Deployment Innovation
EXPERIENCE
U.S. Steel, Inc., Pittsburgh, PA 2014 to Present
The second largest steel company in the United States
Vice President – Service Center Solutions, Downers Grove, IL 2015 to Present
Accountable for people, quality, velocity and financial outcomes associated with the newly created Service Center Solutions commercial
entity. Service Centers buy and process roughly half of all flat roll steel in NA and approximately 2M tons or $1.2B from U.S. Steel.
• Responsible for leading a former ‘marketing’ team, now P/L business unit, to further develop their capabilities to build significant
customer intimacy, define and lead the creation of highly differentiated solutions in a ‘commodity’ business.
• Developed, introduced and sold ‘Inventory Velocity Program’ with guaranteed lead time and delivery on promised day for customers
willing to pay a premium. After 6 months of shipping,99.9% on time, to day of promise.
• In one year, faced with very, very difficult market conditions,won 60+% more business and market share without further discounting
their ‘commodity’ products.
Vice President - Transformation, Pittsburgh, PA 2014 to 2015
Accountable for further defining, developing and then the overall leadership for the broadening enterprise deployment of the framework and
method and for the coordinated efforts focused on the transformation of U.S. Steel.
• Developed and utilized a rapidly deployable framework and method to engage employees at all levels to dramatically accelerate the
much needed transformation of the company and generate over $1.5B of measured and publicly reported benefits.
• Reported to the CEO and worked with the senior leadership team to further define, plan and lead the implementation of the
framework and method used to drive the transformation of U.S. Steel, named the Carnegie Way,which is a unique blend of elements
from Six Sigma, Lean and Change Management.
• Contributed to various elements of the transformational journey including the multi-generational organizational design that
culminated in the creation of accountable business units / commercial entities.
Caterpillar, Inc., Peoria, IL 1990 to 2014
The world’s largest maker of construction and mining equipment,diesel and natural gas engines,and industrial gas turbines: delivering
products,services, and technologiesin three principal lines of business: Machinery, Engines,and Financial Products.
Director, Advanced Components andSystems Product, Peoria, IL 2011 to 2014
Accountable for people, quality, velocity and financial outcomes associated with a broad global product and operational footprint that
produces $6B of equivalent sales, $4B of cost and invests $0.8B in R&D and capital, annually.
• Responsible for the overall business and product performance for the systems and components that make up the majority of all
Caterpillar machine product content and differentiation. These systems include the drivetrain, implement and steering, operator
environment/interface systems and the integration of all machine systems.
• Successfully united and aligned four large and highly independent organizations comprising over 1,400 product management, 4,000
operational management and individual contributing employees into one high performing team.
• Led the SEED Plan development and implementation that resulted in dramatically increased rate of implemented value creating and
award winning product innovation; unprecedented improvement in product quality leading to 65% lower warranty expense per unit;
and reduced product cost a projected net 2% YOY for four consecutive years despite inflation drivers in the period. All of these
improvements were accomplished while actual R&D expense was reduced over 25%.
• Led the initial development and implementation of a special project, Operation GROW, to aggressively improve a supply base of
over 1,400 suppliers, focusing first on delivery and velocity, then on midterm capability and capacity and lastly to restructuring the

2. entire supply base in alignment with our global footprint. At peak production levels, the supply base achieved consistent de livery
performance that exceeded the most aggressive targets that had previously never been approached or met.
• Implemented and heavily engaged all leaders in new governance processes to prioritize, select and monitor the performance of all
capital and R&D investments. The quantifiable return performance has more than doubled from the baselines established prior to
these changes.
• Led the highly profitable growth generated by selling select systems and components outside of Caterpillar directly to over 25 major
OEM customers. The peak sales and profit from these activities has more than doubled. The strained relationships with the largest
and most critical customers have now become jointly viewed as value creating strategic partnerships.
• Member and primary contributor to the Caterpillar Strategic Planning Council sub team focused on optimizing enterprise cost and
performance through balancing centralized and unit governance and the business modelstructure. Co-authored positions on the role
and continuance of 6 Sigma and the Caterpillar Production System and created the analogy, nomenclature and heavily contributed
to the enterprise wide effort to reemphasize all elements of the successful‘Seed, Grow, Harvest’ business model.
• A part of the small, initial Bucyrus Acquisition team that led Caterpillar’s largest acquisition of roughly $8.6B. Led the definition
of one of the largest areas of synergy that has continued to consistently exceed all initial, aggressive expectations.
Business Unit Manager, Drivetrain Systems, Peoria, IL 2008 to 2011
Accountable for the people, quality, velocity and financial outcomes associated with the global product management and operational
footprint that produced outcomes of $1.5B of equivalent sales, $1.2B of cost and invested $0.2B in R&D and capital, annually.
• Responsible for the overall business, product and operational performance of the profit center with responsibility for drivetrain
systems for all Caterpillar machine product.
• Led efforts to immediately and dramatically improve engagement and safety performance in the entire operational footprint with
emphasis on the large legacy facility and workforce. Safety has nowbeen improved 10X (from a recordable injury frequency of over
5 to now less than 0.5) and workforce engagement reached all-time highs, significantly exceeding all comparable legacy facilities
performance. These outcomes hit the record levels of performance while at the low point of demand in 2009 and they have been
sustained.
• Led the business unit to strategic and tacticalexecution improvements in all aspects ofthe business performance,leading to a roughly
50% increase in the already substantialprofits. The overall strategy,processes,change methods and key leaders fromthis unit were
then utilized across the broader division and enterprise to produce similar improvements elsewhere.
General Manager, Remanufacturing Division, Peoria, IL and Albertville, AL 2004 to 2008
Accountable for the people,quality, velocity and financial outcomes associated with the global product management and operational footprint
that produced outcomes of $1B of equivalent sales, $0.8B of cost and invested $0.1B in R&D and capital, annually.
• Responsible for the overall business, product and operational performance of the profit center with responsibility for offering
remanufactured products and services for all Caterpillar products and for other key industrial clients.
• Led the highly profitable growth of this activity within the enterprise, more broadly leveraging the significant business mod el,
transactional systemand operational process differentiators to expand the offerings that supported Caterpillar product and drove
growth externally through services offered to others and acquisitions.
• Led the team that acquired and then took on a leadership role within Progress Rail Services, a $1B acquisition for the enterprise.
From many aspects,this was at the time, Caterpillar’s historically largest acquisition and in the first three years post acquisition,its
highest performing versus initial expectations. This was the first planned strategic step to expand the enterprise foray int o the rail
business which has now been completed.
Corporate 6 Sigma Methodology Leader and Enterprise Champion, Peoria, IL 2001 to 2004
Responsible for the initial design and then continuing the overall leadership for the development and broadening extended enterprise
deployment of 6 Sigma across all business units,dealers and select suppliers/customers and in all regions.
• Helped lead one of the largest global 6 Sigma deployments in the world. Caterpillar had the first global deployment to be accretive
in first year and in the first three years generated over $3B of documented value creation. This was largely credited for enabling
profitability throughout businesscycles,including cyclical trough periods.
• Broadened the utilization and impact of the business methodology/operating systemto all aspects ofthe enterprise activity including
marketing, product development, operational and transactionalactivities and to the extended enterprise including over 300 external
supplier and dealer partners.
• Utilized the foundation of 6 Sigma to implement the Continuous Product Improvement process across all the involved internal
organizations and dealers. This effort initiated the enterprise quality turnaround that has resulted in significant improvements in all
aspects ofproduct support,customer quality related experiences and the lowest enterprise warranty liability to sales ever achieved.
Various Product Design, Development and Manufacturing Assignments of Increasing Responsibility, IL, NC 1990 to 2001
Diamond Star Motors (Chrysler/Mitsubishi JV), Nagoya, Japan and Bloomington, IL 1987 to 1990
General Motors, Bowling Green, KY and Flint/Milford, MI 1982 to 1987

3. COMMUNITY AFFILIATIONS
Court Appointed Special Advocates (CASA), Peoria County (Former President and Board Member)
Boys and Girls Club of Greater Peoria (Board Member)
EDUCATION
Korn/Ferry Executive Program, 2012
Wharton, University of Pennsylvania Advanced Executive Development Program, 2006
Bradley University, Management for the 21st Century Program, 1998
General Motors Institute (now Kettering Institute), Flint, MI
B.S., Mechanical Engineering, 1987