Charles I. Maniscalco

Summary: Strong operating leader with demonstrated success in driving top and bottom line growth in highly competitive businesses, while building authentic leaders and inspired teams in periods of intense organizational change.

Experience: 2008 - Manifest Leadership LLC • Founder of consultancy dedicated to helping individuals and teams turn strengths into towering strengths through motivational speaking, executive coaching, individual and team development workshops, and organizational capability development.

2009-2011 Seventh Generation -- Mission-driven maker of environmentally friendly household cleaning and personal care products

CEO, and member of the Board of Directors 2009-2011 • Responsible for transitioning a founder-led business to the next level by building stronger business capabilities while staying true the social, environmental and human health mission. • Turned around sales from accelerating declines in the first 9 months, to double-digit growth during 2010 and early 2011. • Launched the first-ever national marketing campaign to build awareness, understanding, and purchasing of the broad portfolio of products. • Build significantly deeper business capabilities simultaneously with the turnaround, including skill/capability development, structural changes, and process design improvements. • Completed a highly successful private capital raise in a difficult macro environment, with favorable terms as well as highly value-aligned new investors.

2001-2007 PepsiCo -- A $30B global food and beverage company

President and CEO, QTG (Quaker, Tropicana, ) 2006-2007 • Full operating accountability for the nearly $10B division covering 8 food and beverage product categories. Drove mid-to-high single digit growth on both revenue and profit despite a significant competitive escalation, and dramatically worsening commodity cost pressures. • Reduced 5 Business Units to 3, gaining category synergy, better integration of the management of our key brands, and lower cost. • Re-organized R&D for greater synergy, lower cost, and to enable pursuit of new technologies and to pursue new, externally focused approaches to innovation. • Drove best-in-class performance via orienting Supply Chain and Sales around a strategy to synchronize our warehouse go-to-market system all the way to the customers’ shelf. • Initiated and cascaded through the organization an Authentic Leadership program, focused on associates’ taking strengths to towering strengths, versus the typical focus on development areas. Upon retirement from PepsiCo, team put in place The Chuck Maniscalco Authentic Leadership Award to be given to 3 associates/year.

President, Gatorade/Propel 2002-2006 • Full operating accountability for the $3B North-American Gatorade business, driving double-digit growth in the intensely competitive beverage category and in the context of dramatic internal change with the 2001 PepsiCo/Quaker merger. • Delivered 95% sales growth over 4 years, with profits more than doubled (+128%). The 18% annual growth rate in sales compares to the 10% CAGR achieved in the prior decade.

1 2001-2007 PepsiCo -- A $30B global food and beverage company (Cont.)

President, Gatorade/Propel (Cont.) 2002-2006 • Drove double digit category growth in isotonic beverages while maintaining or expanding share leadership (83%) in all channels, enabling PepsiCo to grow share across ‘liquid refreshment beverages’. • Created a new beverage category (enhanced water) with the successful launch of Propel Fitness Water, now over $500MM in sales. • Delivered highly successful Gatorade product and package innovation, accounting for 35% of total growth: Extremo; X-Factor; Lemonade; re-designed Gallon, 64 oz, and 24 ergonomic bottle; 12-oz kids-targeted subline, and Gatorade Rain. • Strengthened Gatorade’s world-class Marketing capability, with award-winning advertising, powerful alternative consumer programming, and industry-leading sports marketing driving sustained growth. • In collaboration with the SVP Supply Chain, reduced total costs/unit every year through aggressive capability enhancements, cost management efforts, and cross- functional collaboration.

SVP, General Manager, Convenience Foods, Frito-Lay 2001 Started up new $1B division of Frito Lay, combining the Quaker Snacks division of Quaker Oats with Frito Lay non-salty snacks. • Delivered 12% sales growth and profits $11MM ahead of plan. • Achieved share leadership in the wholesome snacks category for the first time, while growing share in each line of business. • Combined two organizations, two locations, and two very different corporate cultures while retaining all key talent.

1980-2001 Quaker Oats -- A $5B multi-national food and beverage company

President, Convenience Foods 2000-2001 Full operating accountability for $700MM business unit combining the Quaker Snacks division with the Golden Grain division, previously located in California. Brands included: Chewy Granola Bars, Quaker Fruit & Oatmeal Cereal Bars; Quaker Rice Cakes, Rice-a-Roni and Near East Side Dishes. • Third year of strong results in Quaker Snacks, with sales +12%, profits +80%, and market share gains in all businesses. • Relocated the side dish businesses, with significant reduction in staffing (from 65 to 20) while sustaining sales momentum and delivering 10% profit growth.

President, Quaker Snacks 1997-1999 Turned around the $350MM snacks business, reversing two years of double-digit sales declines, restoring the profit base, and gaining share in all segments every year. • Delivered 14% sales growth and doubled profit through aggressive new product introductions and shifting marketing support to higher-impact and higher-return vehicles. • Delivered 15 new items to the market each year, including a whole new brand introduction in 1998. • Created a breakthrough advertising campaign for Chewy Granola Bars in 1999, which drove strong in-market results and won a Gold Effie Award. • Reporting directly to CEO, Bob Morrison, in 1998, led an effort to articulate a bold new vision for the total Quaker culture, delivered in an innovative tool to inspire employees, and supported by a new incentive and compensation system.

Vice President, Marketing, Snapple Beverages 1996-1997 After a disastrous acquisition and difficult first year in the portfolio, assumed leadership of Snapple marketing, at CEO Smithburg’s request, to drive recovery of the $500MM business. • Led a dramatic marketing turnaround within 8 months, including breakthrough advertising and well-integrated consumer promotions.

2 1980-2001 Quaker Oats -- A $5B multi-national food and beverage company (Cont.) Vice President, Marketing, Snapple Beverages (Cont.) 1996-1997 • Delivered the first truly innovative products and packages to the market during the Quaker era. • Transformed a demoralized organization into an inspired and driven team, despite likely eventual divestiture. • With Business Development, sold the business to Triarc Beverages, whose later success was driven by the rich new product pipeline (Green Teas, 100% Juices).

Vice President, & Regional Grains 1995-1996 Operating accountability for $470MM business unit. • Led a significant profit turnaround, with over $20MM of improvement in one year. • Dramatically improved the frozen foods business from no profit to $13MM, and completed a successful sale of the business, with proceeds 3-times expectations.

Director of Marketing, Gatorade 1994-1995 Accountable for all consumer programming: promotions, events, and new products. • Delivered the highly successful introductions of the 20 oz plastic bottle (now nearly a $1B business), and the ergonomic “Edge” sports-bottle, which remains the only athletically designed package in the category. • Developed the strategy of participatory events to create formative experiences with Gatorade at the ‘point of sweat’. • Led the evolution of the consumer framework, which continues to drive business success.

Business Director, Cycle Dog Food 1991-1994 Line P&L accountability for the $100MM Cycle business. Assumed role during a time of double-digit sales declines, and was charged with a re-stage to return the business to growth. • Grew business 10% in the flat dry dog food category. • Improved profits by 35% through A&M efficiencies and tight control of supply chain costs. • Developed and implemented innovative targeted marketing tools: Database marketing; store-within-a-store shelf sets; and influence marketing to veterinarians. • Assumed new product leadership for the entire Pet Foods Division during the final year of the assignment.

Market Research Analyst through Director 1980-1990 Variety of roles with the Market Research Department, providing consumer research supporting businesses across the entire company portfolio. During this period, was promoted 5 times, culminating in Director role in Pet Foods, a $500MM division. • Led the establishment of a superior consumer knowledge base, including a view of segmentation and the state of our brand equities, which became the foundation for strategic reassessment of each brand in the portfolio. • Business successfully turned around, driving +3%/year sales growth and a doubling of profits. • Designed a new organization structure, using multi-functional self-managed teams.

1978-1980 Bowling Green State University

Instructor, Department of Psychology Full-time instructor, during pursuit of post-graduate education. Taught undergraduate courses in Introductory Psychology, Statistics, and Human Sexuality.

Education: MA, Experimental Psychology, Bowling Green State University, 1978 BA, Psychology, Bowling Green State University, 1975

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