Leonard Lutes 555 Main Street, Edmonds, WA 98020 Tel: 425-614-9163 / Email: ll113d6f8@westpost.

net POSITIONS: CEO / COO CAREER SYNOPSIS: Solutions-driven transformational leader who continually strives for improvement of business processes and people performance to ensure a company meets its reve nue and profitability goals. Unique blend of operations management and financia l savvy across diverse business environments, with proven success in driving BUS INESS EFFICIENCY, REVENUE GROWTH and COST EFFECTIVENESS. LEADERSHIP BRAND: Strategic decision-maker, able to quickly grasp company operations, see the busi ness drivers behind the numbers, and provide insightful analysis. Skilled in mo ving companies beyond a reactive approach working on visible opportunities, to a proactive approach, identifying and creating new, value enhancement possibiliti es. Ability to drive organizational change, particularly within a culture that is resistant to change. High ethics and integrity combined with excellent inter nal/external communications and relationship building skills. BUSINESS VALUE / ROI: Proven ability to: (1) assess business processes, create efficient procedures an d establish consistent standards to facilitate revenue growth, cost control, and increased profitability, (2) maintain awareness of markets, trends and competit or activities, and create/execute strategic direction and business plan, (3) rev amp operations for growth into new and existing markets and strategic opportunit ies, while maximizing current organizational strengths, (4) develop and motivate employees, set targets for performance, and foster teamwork and commitment to a chieve business goals. EXPERIENCE, KEY CONTRIBUTIONS AND PERFORMANCE MILESTONES: ARSCENTIA, Bellevue, WA - 2008 to present Privately held print design and production firm. CEO. Oversee accounting/finance, customer service, call center, merchandising, sales training, and bids/estimating. Manage five direct and 15 indirect reports with P&L accountability for capital and operating budgets. Focus: Leading imm ediate objective of revitalizing the organization and defining new strategic dec isions affecting business development, marketplace positioning, operational capa bilities, and the future direction of the company. * Drove Organizational Culture Change. Created a vision and operating strategy for the organization, instilling a sense of accountability and a "Lean Thinking" culture. Realigned management team and developed a solid group of individuals, utilizing a coach/mentor approach and building a desire for excellence. Impact : Created a culture adaptable to an ever-changing business environment, enablin g the company to thrive, while improving efficiency and effectiveness. * Maximized Financial Performance. Key driver in formulating a strategy to refi ne the company's reporting environment to achieve timely reporting of all financ ial matters to internal and external audiences. Impact: Applied financial plan ning and analysis to a broad range of business problems, achieving accurate cash flow, sales and financial forecasting, while reducing monthly operating costs b y over 60%. VAN DYK BUSINESS SYSTEMS, Pittsburgh, PA - 1995 to 2008 Privately held premier provider of Sharp and Toshiba digital copiers, printers, and LCD presentation products.

President and CEO. Highly visible multi-faceted role, providing leadership and direction toward the achievement of the organization's philosophy, mission, stra tegy, and annual goals. Key areas of accountability included accounting and fin ance, customer service, call center operations, merchandising, sales training, b ids/estimating, and P&L for capital and operating budgets. Customer included Al coa, University of Pittsburgh, Traco, U.S. Army, FBI, DOD. Responsible for seve n direct and 68 indirect reports. Additionally, performed due diligence on pote ntial M&A's. Focus: Acting as a performance leader and driver of change to tur n around under-performing operation. * Orchestrated Aggressive Operations Turnaround. Assessed overall operations of the business, identified critical areas of opportunity and prioritized effectiv ely to maximize business performance. Impact: Operated parent company at 15% EBITDA (with industry standards at 12%) and contained costs by 18% to maintain p rofitability in a declining economy. * Expanded Revenues & Market Share Through Innovative Programs. Initiated and d eveloped multiple new business strategies that delivered significant improvement s in revenues and profitability. Impact: Optimized market penetration and grew revenues more than 2-fold, positioning company from #12 to #2 in Pittsburg mark et share, in spite of intensely competitive landscape. * Provided Value-Added Business Insight & Contributions. Developed and implemen ted the company's first five-year strategic plan, comprehending complex and dive rse business environments and drilling down to specific solutions. Impact: Dem onstrated strong business perspective, strategic thinking skills, and the abilit y to generate and implement creative ideas to achieve growth objectives. * Optimized Organizational Effectiveness. Built a highly efficient team; acted as a coach and mentor to key leaders, enabling them to excel in their responsibi lities and advance throughout the organization. Impact: Established effective recruitment, training, development and succession planning, achieving no turnove r during tenure-with key staff still in place today. * Enhanced Internal Controls and Financial Processes. Instrumental in coordinat ing and executing strategic and financial planning process, including obtaining new line of credit, preparing budgets, and streamlining management reporting pro cedures. Impact: Demonstrated strong understanding of what drives cost in a mu lti-operation environment and the ability to be proactive about cost identificat ion and containment. FIRST CHOICE BUSINESS MACHINES, INC., Seattle, WA - 1993 to 1995 Privately held provider of Copiers, Fax Machines and Multifunction Machines and Devices. President and CEO. Full operational oversight and P&L responsibility, including sales, service, administration, and managing multiple relationships with Board of Directors, investors, employees, customers, and partners. Responsible for ei ght direct and 117 indirect reports. Reported to Board of Directors. Customers included Microsoft, Safeway, Boeing, and Safeco Insurance. Focus: Implementin g disciplined controls and processes, as well as business strategies and expansi on plans to build a sustainable high-growth business for an optimal return on in vestment for shareholders. * Positioned the Business for Growth. Created new business and marketing roadma p, focusing on key customer strategies and partnerships, and identification of n ew opportunities, establishing a new platform for business growth. Impact: Inc reased sales 20% in the first quarter of 1993. Delivered 50% revenue increase i n first quarter of 1994 over first quarter of 1993. Increased sales force salar ies 200% by introducing pay-for-performance incentives. PERMABILT INDUSTRIES, INC., Seattle, WA - 1992 to 1993 Privately held building construction company.

Vice President, Sales and Marketing. Responsible for driving sales and marketin g activities, including creating and executing marketing strategy and advertisin g, and developing budget for presentation to Board of Directors. Held P&L respo nsibility for budget and managed nine direct reports. Focus: Expanding busines s development opportunities, including identifying and managing new opportunitie s in existing and adjacent markets to achieve growth objectives. * Maximized Competitive & Marketplace Positioning. Applied a broad-based unders tanding of key business fundamentals as well as sales and marketing experience t o grow the company. Impact: Increased sales 56% over previous year by implemen ting marketing strategies, including direct mail, newspaper, and radio. Photo & Sound Company, San Francisco, CA - 1989 to 1992 Privately held ESOP company providing micro computer-AV video hardware and softw are. Southwest Division General Manager. Fast track progression through increasingly responsible leadership roles, with initial focus on (i.) managing Portland Bran ch; drove growth from $2M to $7M; (ii.) later, promoted to National Sales Manage r, developing sales programs and sales techniques, and training branch managers across 15 branches; increased sales from $80M to $160M within three years, (iii. ) ultimately, positioned as Southwest Division General Manager, with responsibil ity for P&L, sales, technical support, and rental and convention services within a four-branch $38M division. Managed 13 direct and 339 indirection reports. C ustomers included Hughes Aircraft, Chevron, Hewlett-Packard and all SW conventio n centers. * Built a Best Practices Operations Infrastructure. Established disciplined int ernal controls with focus on key business metrics and improved communications. Impact: Grew revenues 50% over three years to $50M and transformed Division fro m #4 to #2 in profitability. Strategies included recovering nearly $1M in lost inventory, negotiating new convention contracts, and containing costs. EARLIER CAREER: * National Sales Manager, Branch Manager, and Sales & Marketing roles at Photo & Sound Company; Tallgrass Technologies; and XEROX Corporation. * Gained solid foundational skills in sales, management, leadership, customer re lationships, successfully applied to subsequent positions as career progressed. EDUCATION & PROFESSIONAL AFFILIATIONS: * Business Administration Degree, College of the Canyon Valencia, CA * Dealer Councils: Sharp, US Bank Corporate, and Great America Leasing * Member and Secretary: Stevens Hospital Board of Trustee's