BRAD K. WELLERGlobal Vice President & Managing Director

Industrial & Consumer ProductsGlobal □Business Turnarounds □Enterprise Growth Strategy

International Operations Leadership □Organizational TransformationCoalition Building □M&A □Board & JV Experience □Full P&L

SONOCO (NYSE: SON) 1984 – presentA $4.5 billion global industrial and consumer packaging manufacture and supply chain services provider producing industrial paper carriers for textiles, film, and tape; rigid composite and flexible film for snack foods; injection/extruded plastics for F&B and protective retail packaging; and EPS packaging for transport of perishable biomed and food supplies.

International ExperienceSales & Marketing Director, Europe

Brussels 1998-2002 (5 years)

• 2 divisions – paper and plastic converting• 26 plant locations in 14 countries• Shift from country to pan European structure• UK acquisition integration• Supply chain consultancy & JV start-up

Vice President & Managing Director, AsiaSingapore 2007-Present (5 years)

• 3 divisions – paper, composite, & flexible• 12 plant locations in 6 countries• End-to-end business turnaround• China consolidation and restructuring• Joint venture board of directors

North America Industrial ConvertingUS and Canada (15 years)

• Resided in: MA, SC, WA, IL• Regional Sales Manager – Western N.A.• Marketing Manager – N.A. (Corp. HQ)• Business Unit GM – U.S. Small Business• Sales Director – N.A.

Brad K. Weller

Company and Career Inflection Points or “what I learned”… and businesses and products experienced along the way

- The company needed a series of business and organizations transformed, from a new acquisition, to our largest sales force to the Asia region

- I practiced building leadership teams, investment, Full P&L, creating culture, recovering from loss, and I learned what it feels like when the “buck stops here”

2003 – 2012

- Europe’s sales & marketing teams were fragmented across 14 countries while our customers and markets were integrating

- I brought experience in segment strategy development, LAM, process, tools, and talent development and learned about scale & diversity

1998 – 2002

- N.A. needed to organize around the new “mega bids” as industry consultants pushed benchmarks and leverage

- I learned how to create processes, tools, & teams to quantify value, master the benchmarks – and signed a $32M contract

1996 – 1998

- The west wanted to integrate US & Canadian organizations to focus on industry segment solutions to create new growth channels and move faster

- I learned how to integrate teams, shift business models, and create solutions with a JV

1992 – 1995

Brad K. Weller

1) Study business history2) What business are we in?3) Are we winning or losing?4) Dissect industry structure5) Depoliticize VOC & VOSH6) Map needs to competency7) Manifest the Vision6) Create success milestones- financial, organizational,

and cross-functional

Defined by examples of behaviors that illustrate values In action:1) Integrity2) Accountability3) Alignment4) Collaboration5) Process Discipline6) Speed of Action7) Value Creation

1) Establish Urgency2) Create leading coalitions3) Evangelize Vision4) Define strategic activities5) Build reliable processes6) Establish Rhythms (ROB)7) Mold org. to the blueprint8) Scorecard the results9) Pay for Performance10) Critically assess talent

With the future in mind;1) Impartially, rigorously assess business capability2) Chart courses that create new growth channels3) Bake this process into the firms DNA and Rhythm4) Provide time for this work, protect resources and nurture contrarian thinking for the purpose of adapting5) Eradicate structures & incentives that prevent evolution.

IndoctrinateCommon

Values

IndoctrinateCommon

Values

Create/ValidateStrategy

Create/ValidateStrategy

DriveSustainable

Results

DriveSustainable

Results

Inspire &PromoteGrowth

Inspire &PromoteGrowth

Brad K. Weller

Approach to Business Transformation & GrowthNone of this is unique or complicated … but the “how and why” of it is …