I was the VP of Operations at Walker Wood Products (WWP) when Vic and I met. He joined the company as the CEO, facilitated the acquisition of WWP, and formed Luxe Cabinetry. Managing these two distressed, underfunded companies in a rapidly declining Californian market was some of the most difficult leadership challenges we encountered over the 4 years we worked together. Vic juggled numerous volatile issues to keep the heavily leveraged WWP operational over a 20 month period until the collateral acquisition materialized. His toughest job, as I saw it, was balancing the delicate relationship between the bank, the owner, and the private equity group. The acquisition could not have occurred without him. Vic’s inclusive leadership style and his ability to remain focused in stressful situations kept our team cohesive and motivated throughout this difficult process. In late 2008 we formed Luxe Cabinetry, a successor company to WWP, and launched a national dealer platform from ground up. Vic defined the dealer platform, engineered the differentiated

I worked with Victor Lukic, when he was the President and CEO of Luxe Cabinetry LLC, on the single most meaningful Lean Sigma project that the company had ever implemented. Victor not only fully supported all the initiatives that we proposed but he was instrumental to its success. He demonstrated a comprehensive understanding of the Lean Manufacturing and Six Sigma principles, and was a major contributor to the project. Prior to us being engaged, Victor made significant progress on his own in moving the company toward a lean manufacturing environment. However, to bring the company to the next level, the company required significant additional resources and skills that were beyond the capabilities of its internal resources. Victor recognized that in order for the company to compete in the current economy the company required a major lean transformation. As Managing Director of Getzler Henrich’s process improvement group, I have been involved in numerous LeanSigma projects. The support and involvement that Victor demonstrated was well beyond what we see in most companies. It made the project both fun and very successful. The project had an objective of re-defining and stabilizing production and engineering processes, reducing cycle time, lowering rework/scrap, and creating a sustainable improvement environment upon completion of the engagement. With Victor we exceeded all the objectives committed to in the engagement letter. As a seasoned manager of other lean initiatives during his tenures at Fortune Brands, Grundfos Pumps, and Kohler Co, Victor had some perspective about the process, and with Getzler Henrich’s assistance not only improved operations, but gave the company the competitive advantage to significantly grow the business. For any additional information regarding this initiative please feel free to call me direct.

I was the VP of Operations at Walker Wood Products (WWP) when Vic and I met. He joined the company as the CEO, facilitated the acquisition of WWP, and formed Luxe Cabinetry. Managing these two distressed, underfunded companies in a rapidly declining Californian market was some of the most difficult leadership challenges we encountered over the 4 years we worked together. Vic juggled numerous volatile issues to keep the heavily leveraged WWP operational over a 20 month period until the collateral acquisition materialized. His toughest job, as I saw it, was balancing the delicate relationship between the bank, the owner, and the private equity group. The acquisition could not have occurred without him. Vic’s inclusive leadership style and his ability to remain focused in stressful situations kept our team cohesive and motivated throughout this difficult process. In late 2008 we formed Luxe Cabinetry, a successor company to WWP, and launched a national dealer platform from ground up. Vic defined the dealer platform, engineered the differentiated

I worked with Victor Lukic, when he was the President and CEO of Luxe Cabinetry LLC, on the single most meaningful Lean Sigma project that the company had ever implemented. Victor not only fully supported all the initiatives that we proposed but he was instrumental to its success. He demonstrated a comprehensive understanding of the Lean Manufacturing and Six Sigma principles, and was a major contributor to the project. Prior to us being engaged, Victor made significant progress on his own in moving the company toward a lean manufacturing environment. However, to bring the company to the next level, the company required significant additional resources and skills that were beyond the capabilities of its internal resources. Victor recognized that in order for the company to compete in the current economy the company required a major lean transformation. As Managing Director of Getzler Henrich’s process improvement group, I have been involved in numerous LeanSigma projects. The support and involvement that Victor demonstrated was well beyond what we see in most companies. It made the project both fun and very successful. The project had an objective of re-defining and stabilizing production and engineering processes, reducing cycle time, lowering rework/scrap, and creating a sustainable improvement environment upon completion of the engagement. With Victor we exceeded all the objectives committed to in the engagement letter. As a seasoned manager of other lean initiatives during his tenures at Fortune Brands, Grundfos Pumps, and Kohler Co, Victor had some perspective about the process, and with Getzler Henrich’s assistance not only improved operations, but gave the company the competitive advantage to significantly grow the business. For any additional information regarding this initiative please feel free to call me direct.

I was the VP of Operations at Walker Wood Products (WWP) when Vic and I met. He joined the company as the CEO, facilitated the acquisition of WWP, and formed Luxe Cabinetry. Managing these two distressed, underfunded companies in a rapidly declining Californian market was some of the most difficult leadership challenges we encountered over the 4 years we worked together. Vic juggled numerous volatile issues to keep the heavily leveraged WWP operational over a 20 month period until the collateral acquisition materialized. His toughest job, as I saw it, was balancing the delicate relationship between the bank, the owner, and the private equity group. The acquisition could not have occurred without him. Vic’s inclusive leadership style and his ability to remain focused in stressful situations kept our team cohesive and motivated throughout this difficult process. In late 2008 we formed Luxe Cabinetry, a successor company to WWP, and launched a national dealer platform from ground up. Vic defined the dealer platform, engineered the differentiated

I worked with Victor Lukic, when he was the President and CEO of Luxe Cabinetry LLC, on the single most meaningful Lean Sigma project that the company had ever implemented. Victor not only fully supported all the initiatives that we proposed but he was instrumental to its success. He demonstrated a comprehensive understanding of the Lean Manufacturing and Six Sigma principles, and was a major contributor to the project. Prior to us being engaged, Victor made significant progress on his own in moving the company toward a lean manufacturing environment. However, to bring the company to the next level, the company required significant additional resources and skills that were beyond the capabilities of its internal resources. Victor recognized that in order for the company to compete in the current economy the company required a major lean transformation. As Managing Director of Getzler Henrich’s process improvement group, I have been involved in numerous LeanSigma projects. The support and involvement that Victor demonstrated was well beyond what we see in most companies. It made the project both fun and very successful. The project had an objective of re-defining and stabilizing production and engineering processes, reducing cycle time, lowering rework/scrap, and creating a sustainable improvement environment upon completion of the engagement. With Victor we exceeded all the objectives committed to in the engagement letter. As a seasoned manager of other lean initiatives during his tenures at Fortune Brands, Grundfos Pumps, and Kohler Co, Victor had some perspective about the process, and with Getzler Henrich’s assistance not only improved operations, but gave the company the competitive advantage to significantly grow the business. For any additional information regarding this initiative please feel free to call me direct.