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Boyd Group Services Inc. INVESTOR PRESENTATION May 2025
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Forward-Looking Statement The Business Our 5-Year Plan This presentation contains forward-looking statements, other than historical facts, which reflect the view of the Company’s management with respect to future events. Such forward- looking statements reflect the current views of the Company’s management and are made on the basis of information currently available. Although management believes that its expectations are reasonable, it can give no assurance that such expectations will prove to be correct. The forward-looking statements contained here in are subject to these factors and other risks, uncertainties and assumptions relating to the operations, results of operations and financial position of the Company. For more information concerning forward-looking statements and related risk factors and uncertainties, please refer to the Boyd Group’s interim and annual regulatory filings. Forward-Looking Statement 2 Company Profile Market Overview Financial Review Our Executive Team
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Capital Markets Profile (As of May 12, 2025) 3 Forward-Looking Statement The Business Our 5-Year PlanMarket Overview Financial Review Our Executive Team TSX: BYD.TOSTOCK SYMBOL 21.5 MILLIONSHARES OUTSTANDING C$212.54PRICE (May 12, 2025) C$270.60/$191.2752-WEEK HIGH/LOW C$4,563.8 MILLIONMARKET CAPITALIZATION C$0.612ANNUALIZED DIVIDEND (PER SHARE) CAPITAL MARKETS PROFILE | COMPANY OVERVIEW Company Profile
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92% 8% By Country 95% 5% By Payor REVENUE CONTRIBUTION 987 Collision Locations 2 13,000 Employees BYD TSX TRACK RECORD Boyd is the #2 player with $3B in revenue in a $50B Industry = Long Growth Runway Highly fragmented market with over 30,000 locations Canada Customer Pay U.S. Insurance Pay $5B in Revenue $700M in Adj. EBITDA 5 YEAR GOAL (2029)12.3% 10-Year Adj EBITDA CAGR 15% 10-Year Revenue CAGR 17.8% 10-Year Total Shareholder Return 1 GROWTH OPPORTUNITY $3B Revenue $335M Adj. EBITDA 2024 ANNUAL RESULTS Adjusted EBITDA is a non-GAAP financial measure and is not a standardized financial measure under the International Reporting St andards and may not be comparable to similar financial measure disclosed by other issuers For additional details, please see Non-GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the per iod ended March 31, 2025. 1 As of December 31, 2024 4 Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team CAPITAL MARKETS PROFILE | COMPANY OVERVIEW 2 As of May 13, 2025
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Leading Player In The North American Collision Market • 987 company-operated collision locations across 34 U.S. states and 5 Canadian provinces • Operate full-service repair centers offering collision repair, glass repair, replacement services and calibration services • Strong relationships with insurance carriers • Process improvement initiatives, including the expansion of the WOW Operating Way practices to corporate business processes • Workforce initiatives, such as the Technician Development Program COLLISION OPERATIONS | GLASS OPERATIONS | CALIBRATION 5Forward-Looking Statement Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team The Business
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• A top 3 player in the U.S. retail glass market with operations across 37 U.S. states o Asset-light business model with industry trends that support the larger players • Third-Party Administrator (“TPA”) business that offers glass, emergency roadside and first notice of loss services with approximately: o 5,500 affiliated glass provider locations o 15,000 affiliated roadside and towing service providers • Canadian Glass Operations are integrated in the collision business A Market Leader In The U.S. Retail Glass Industry Note: TPA business provides glass services in the balance of the 50 states through affiliated glass providers. COLLISION OPERATIONS | GLASS OPERATIONS | CALIBRATION 6Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team
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A Trusted Partner to Insurance Customers • Direct Repair Programs (“DRPs”) are established between insurance companies and collision repair shops to better manage auto repair claims and the level of customer satisfaction. • Auto insurers utilize DRPs for a growing percentage of collision repair claims volume. • Growing preference among insurers for DRP arrangements with multi-location collision repair operators. • Boyd is well-positioned to take advantage of these DRP trends with all major insurers and most regional insurers. o Large MSOs can provide support to reduce insurance carrier loss adjustment expense, including single point of contact and estimate review service. Vehicle Owner has Accident Boyd Strengthens Its Position with the Insurer Lower Costs and Higher Consistency for Insurers Superior Experience for Vehicle Owners; simplified, better quality, faster results “Wreck and Repeat” Vehicle Owner Calls Insurer Vehicle Owner Selects Boyd and Boyd Delivers Successful Repair Satisfied Vehicle Owner Keeps Insurer Relationship Boyd Grows and Gains More Insurer Relationships Insurer Offers a List of Direct Repair Providers Inclusive of Boyd Boyd’s Relationship With Insurance Customers • Top 5 largest customers contributed 51% of revenue in 2024 • Largest customer contributed 16% of revenue in 2024 MARKET FRAGMENTATION | GROWTH | METRICS AND KPIs 7Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Financial Review Our Executive Team Market Overview
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Best-in-Class Service Provider • Average cost of repair • Cycle time • Customer service • Quality • Integrity WOW Operating Way • Embedded as part of our operating culture Company-wide Diagnostic Repair Scanning And Calibration Technology I-CAR Gold Class facilities Industry Leader in Technician Training A Commitment to Operational Excellence NET PROMOTER SCORE Above Industry Average MARKET FRAGMENTATION | GROWTH | METRICS AND KPIs 8Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Financial Review Our Executive Team Market Overview ~1-2 Days Faster vs. Industry Average TOTAL CYCLE TIME 5% Lower vs. Industry Average AVERAGE COST OF REPAIR
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MARKET FRAGMENTATION | GROWTH | METRICS AND KPIs 9Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Financial Review Our Executive Team There are over 30,000 collision repair shops in the U.S. While consolidation has been ongoing for the past decade, the market remains highly fragmented with: • 23,900 single shops generating an estimated $26B in revenue. • 800 small MSOs which own a of 2,300 shops, contributing a cumulative $8B in revenue. • Revenue for North American collision repair industry is estimated to be approximately US$50 billion annually. Source: Boyd estimates, Focus Advisors 7% 5% Market Overview A Highly Fragmented End Market 7% 5% TAM: ~$50B 14% 7% 5% 74% Others
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Driving Strong Growth And Profitability 10Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Our Executive Team (US$ millions) $1,561.2 $1,872.7 $2,432.3 $2,946.0 $3,070.3 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 2020 2021 2022 2023 2024 Financial Review SAME STOR SALES | REVENUE | ADJUSTED EBITDA | FINANCIAL SUMMARY | LIQUIDITY AND CAPITAL RESOURCES | FINANCIAL FLEXIBILITY $220.0 $219.5 $273.5 $368.2 $334.8 $0 $50 $100 $150 $200 $250 $300 $350 $400 2020 2021 2022 2023 2024 Revenue Adjusted EBITDA *Results for 2020 were severely impacted by the COVID-19 Pandemic, and results for 2021 were impacted by a tight labor market, supply chain disruption and the COVID-19 Pandemic ** Results for 2024 were significantly impacted by low claims volumes that occurred throughout the year within the Industry. ***Adjusted EBITDA is a non-GAAP financial measure and is not a standardized financial measure under International Financial Rep orting Standards and might not be comparable to similar financial measures disclosed by other issuers. For additional details, please see “Non-GAAP Financial Measures and Ratios” in Boyd’s MD&A filing (dated May 14, 2025) for the perio d ended March 31, 2025.
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A Strong Track Record Of Same-Store Sales Growth 11 Boyd’s Annual Same-Store Sales Growth *Same-store sales is a non-GAAP financial measure and is not a standardized financial measure under the International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers For additional details, please see Non-GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025 Average Same-Store Sales Growth (2015-2024): ▪ 3-Year Average: 11.3% ▪ 5-Year Average: 5.0% ▪ 10-Year Average: 4.5% 11Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team SAME STOR SALES | REVENUE | ADJUSTED EBITDA | FINANCIAL SUMMARY | LIQUIDITY AND CAPITAL RESOURCES | FINANCIAL FLEXIBILITY 5.6% 5.3% 1.0% 4.8% 3.3% -15.6% 7.0% 19.8% 15.8% -1.8% -20.00% -15.00% -10.00% -5.00% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
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New Unit Growth Augments Organic Expansion 12 2013 2017 202120041990 *Location counts are based on information provided in Boyd Group’s annual reports and are updated as of the date of filing of the reports **During 2022, Boyd focused on addressing the labor shortage for the core business. Boyd Group’s Total North American Locations* OUR GOAL | FORMULA FOR GROWTH 12Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan 351 404 509 611 698 741 848 861 942 984 987 0 200 400 600 800 1000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Q1 2025
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-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 SINGLE SHOP GROWTH Varying Ramp-Up Times, Consistently Strong Returns 13 • Target maturity by the end of the second year • Typical investment of ~ $1.5M -$2.0M including equipment upgrades, renovations and signage • Target ROIC on pre-IFRS basis of 20-25% • Target maturity by the end of the third year • Typical investment of ~ $1.2M -$1.4M – balance of investment in land/building is converted to rent • Target ROIC on pre-IFRS basis of > 25% *Adjusted EBITDA and Adjusted EBITDA margin are a non-GAAP financial measure and is not a standardized financial measure under t he International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers For additional details, please see Non -GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025 Adjusted EBITDA% Sales $000s Sales $000s Adjusted Store Level EBITDA % Pre-IFRS 16 Sales Adjusted Store Level EBITDA % Post-IFRS 16 Single Acquisition Maturation Case Study Start-up Location Maturation Case Study Adjusted Store Level EBITDA % Pre-IFRS 16 Sales Adjusted Store Level EBITDA % Post-IFRS 16 Year 1 Year 2 Year 3 Target Maturity Year 1 Year 2 Year 3 Year 4 Target Maturity Adjusted EBITDA% OUR GOAL | FORMULA FOR GROWTH 13Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team
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Proven Success In Driving Value Through Single Shop Acquisitions 14 +450 BPS 2013-2020 2013-2015 2016-2018 2018-2020 Year 1 2023 Single Shop Acquisition Adj. EBITDA MarginsValue Creation Levers Client Relationships One Company Strategy Internalization of Calibration Fleet Relationships Dealer Relationships Paint & Part Synergies Local Efficiencies Centralized Services *Adjusted EBITDA and Adjusted EBITDA margin are a non-GAAP financial measure and is not a standardized financial measure under t he International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers. For additional details, please see Non-GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025 OUR GOAL | FORMULA FOR GROWTH 14Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team
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CALIBRATION A High-Return Emerging Service 15 Calibration services are growing as ADAS expands across the car parc, requiring additional repairs to meet OEM specifications. It is estimated that calibration will account for approximately 10% of the industry revenue in the future. Boyd’s revenue mix today is approximately 5%. The return profile for calibration is strong, as it is primarily a labor-based operation when performed internally, which is Boyd’s highest margin category. Currently, 40% of Boyd’s calibration revenue is outsourced as a sublet service, Boyd’s lowest margin offering. As internalization continues, Boyd will see margin improvement while customers will benefit from reduced costs. Boyd has been active in the internalization of calibration throughout 2024. Anticipate achieving 80% internalization within next 2-3 years. 5% 95% Calibration Revenue As % Of Total Calibration Revenue Collision & Glass Revenue 40% 60% Internal vs. External Calibration Revenue Internal Calibrations Third Parties 98 225 0 50 100 150 200 250 Staffing Levels Jan. 1, 2024 Dec. 31, 2024 COLLISION OPERATIONS | GLASS OPERATIONS | CALIBRATION 15Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team
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1,400+ Units OUR GOAL Sustain Our Market Leadership And Become North America’s Most Profitable Collision Provider Culture of accountability IT / ERP Field Support OrganizationProcurementTalent & Development Ambition 2029 Goals Strategic Pillars Enablers “WOW” every customer as the most profitable industry consolidator, while retaining a leading position (#1 or #2) in the markets we serve Growth Right people, right role, right capabilities Market & Carrier level strategies Natural Adjacencies Support employees in delivering market-leading operations & customer experience Maniacal focus on growing car counts Grow business through adjacent services (i.e. glass and calibration) Utilize WOW, enhanced by Project 360 to drive store economics, cost leverage and customer satisfaction Market-based operating model designed to drive proficient execution and accountability Sales & Business Intelligence Finance & Accounting Operational excellence & Innovation Efficient operations (WOW + Project 360) $5B+ Revenue $700M+ Adj. EBITDA (Margins 14%+) ~10% Market Share Industry- leading NPS *Adjusted EBITDA and Adjusted EBITDA margin are a non-GAAP financial measure and is not a standardized financial measure under t he International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers. For additional details, please see Non-GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. Repeatable inorganic model Build a scalable inorganic model for future growth People OUR GOAL | FORMULA FOR GROWTH 16Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan
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+3-5% +5-7% $5B $3B Base Volume Annual SSSG Annual Unit Growth 5-year Revenue Target • Incorporating a return to a historical macro-environment to enable Boyd to achieve 3-5% SSSG. • Initiatives have been implemented to build out new unit growth strategy, with a goal of securing a #1 and #2 position in the markets we serve. • Continue to be a strategic buyer for scaled MSO acquisitions at the right economics. Executing Our Proven Growth Playbook to Achieve $5B in Revenue Upside To Revenue Target Through Scaled MSO Acquisitions *Same-store sales is a non-GAAP financial measure and is not a standardized financial measure under the International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers For additional details, please see Non -GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. OUR GOAL | FORMULA FOR GROWTH 17Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan
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Boyd is accelerating its focus on operational excellence and profitability with “Project 360”, a company-wide plan launched in partnership with a leading global consulting firm. This plan is projected to result in $100M in cost savings over the plan period. Gross Margin Opportunities • Leveraging technology to optimize mix decisions • Optimizing material spend Operating Expense Opportunities • Optimize store operating model to drive leverage as volume scales • Professionalize indirect procurement spend • Design a fit-for-purpose support organization The Path to 14%+ Adjusted EBITDA Margins Implementing sustainable margin levers to enable long-term value creation *Adjusted EBITDA and Adjusted EBITDA margin are a non-GAAP financial measure and is not a standardized financial measure under t he International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers. For additional details, please see Non-GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. Q3 2024 TTM Adj. EBITDA Margin Mid-Term Adj. EBITDA Margin 5-Year Adj. EBITDA Margin Long-Term Adj. EBITDA Margin 11.3% 13% 14% >14% OUR GOAL | FORMULA FOR GROWTH 18Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan
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• Implemented a new indirect staffing model in April 2025, which is expected to result in annualized run rate savings of approximately $30 million and is the first significant step towards the $100 million annual recurring cost savings goal. • The new indirect staffing model lays the foundation for sustained operating leverage as the business scales along with robust controls to ensure disciplined execution and adherence. • Future efforts will prioritize the execution of the new indirect staffing model and the realization of additional cost savings through optimized direct and indirect procurement spending. Delivering Early Success With Project 360 And a Roadmap To Future Savings OUR GOAL | FORMULA FOR GROWTH 19Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan Project 360: Roadmap To $100M Annual Cost Savings • Executed to Date: • Q2 2025: Indirect Staffing Model: Executed in early April 2025 with estimated annual cost savings of $30M • Timeline To Future Savings: • 2025 to 2026: $40M in additional annual cost savings • 2027 to 2029: $30M in additional annual cost savings
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Strong Liquidity and Financial Flexibility To Achieve Our Goals • Robust free cash flow generation and expanding debt capacity as Adjusted EBITDA grows • Conservative credit profile and strong banking relationships • Combination of free cash flow and existing revolver including accordion (subject to lender approval) is estimated to provide ~ $1.5 billion in cash available to fund growth • Access to equity and debt capital markets *Adjusted EBITDA and Free Cash Flow are non-GAAP financial measure and is not a standardized financial measure under the International Reporting Standards and may not be comparable to similar financial measure disclosed by other issuers. For additional details, please see Non -GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. $500 $400 $300 $200 $100 $0 Liquidity (in USD millions) Accordion Revolver Capacity $M 0 50 100 150 200 250 300 350 400 2025 2026 2027 2028 2029 Projected Cash Available for Growth ~ $1.5B over Five Years $M OUR GOAL | FORMULA FOR GROWTH 20Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan
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• Target: $150-$200MM Annually • Investments to capture organic market share • High-return single store acquisitions, brownfield and greenfield expansion and opportunistic MSO acquisitions • High ROIC investments in glass and calibration equipment Capital Allocation Focused On Maximizing Shareholder Returns Growth Investments Maintenance Capex Dividends #1 GROWTH INVESTMENTS—Acquisition & Growth Capex • Maintenance capex of 1.6%-1.8% of revenue annually #2 MAINTENANCE CAPEX • Continue to grow the dividend modestly each year, providing as a consistent return of capital to shareholders #3 DIVIDEND Capital Allocation Breakdown 2024-2029 *Maintenance capex is a non-GAAP financial measures and are not a standardized financial measure under the International Reporti ng Standards and may not be comparable to similar financial measure disclosed by other issuers For additional details, please see Non -GAAP Financial Measures and Ratios in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. OUR GOAL | FORMULA FOR GROWTH 21Forward-Looking Statement The BusinessCompany Profile Market Overview Financial Review Our Executive Team Our 5-Year Plan
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March 31, 2025 Q1 2025 Financial Summary Sales Gross Profit Adjusted EBITDA Margin* Adjusted EBITDA* 22Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team Adjusted Net Earnings* Adjusted Net Earnings* per share March 31, 2024 $778.3 QUARTER ENDED *Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted Net Earnings and Adjusted Net Earnings per share are non -GAAP financial measures and ratios and are not standardized financial measures under International Financial Reporting Standards and might not be comparable to similar financial measures disclosed by other issuers. For additional details, including a reconci liation of each non-GAAP financial measure to its nearest GAAP equivalent, please see “Non-GAAP Financial Measures and Ratios” in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. A copy of Boyd’s MD&A filing (dated May 14, 2 025) for the period ended March 31, 2025, can be accessed via the SEDAR+ website ( www.sedarplus.ca) $359.3 $80.5 10.3% $2.2 $0.10 $786.5 $352.6 $81.7 10.4% $9.4 $0.44 IN US$ MILLIONS (except per share and % amounts) SAME STOR SALES | REVENUE | ADJUSTED EBITDA | FINANCIAL SUMMARY | LIQUIDITY AND CAPITAL RESOURCES | FINANCIAL FLEXIBILITY
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Liquidity and Capital Resources Cash Long-term Debt Lease liabilities Net Debt before lease liabilities (total debt, including current portion and bank indebtedness, net of cash) 23Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team Total debt, net of cash Net debt before lease liabilities/Adjusted EBITDA (Adjusted for property lease payments) March 31, 2025 December 31, 2024 *Adjusted EBITDA is a non-GAAP financial measure and is not a standardized financial measure under International Financial Repor ting Standards and might not be comparable to similar financial measures disclosed by other issuers. For additional details, please see “Non-GAAP Financial Measures and Ratios” in Boyd’s MD&A filing (dated May 14, 2025) for the perio d ended March 31, 2025. $1.3 $511.7 $510.4 $742.2 $1,252.6 2.8x $20.0 $507.3 $487.3 $744.3 $1,231.6 2.6x IN US$ MILLIONS SAME STOR SALES | REVENUE | ADJUSTED EBITDA | FINANCIAL SUMMARY | LIQUIDITY AND CAPITAL RESOURCES | FINANCIAL FLEXIBILITY
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Financial Flexibility 24Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team Net Debt to EBITDA TTM ratio of 2.8x *Adjusted EBITDA is a non-GAAP financial measure and is not a standardized financial measure under International Financial Reporting Standards and might not be comparable to similar financial measures disclosed by other issuers. For additional details, please see “Non-GAAP Financial Measures and Ratios” in Boyd’s MD&A filing (dated May 14, 2025) for the period ended March 31, 2025. Over US$470 million in cash and available credit, subject to EBITDA performance Only public company in the industry: access to all capital markets SAME STOR SALES | REVENUE | ADJUSTED EBITDA | FINANCIAL SUMMARY | LIQUIDITY AND CAPITAL RESOURCES | FINANCIAL FLEXIBILITY
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Experienced Management Team Poised to Seize Market Opportunity 25Forward-Looking Statement The Business Our 5-Year PlanCompany Profile Market Overview Financial Review Our Executive Team BRIAN KANER President & CEO 20+ Years of Experience Previous Experience: • Pep Boys & Icahn Automotive Services • Sears Holding Corporation • Stanley Black & Decker Inc. • GE Plastics JEFF MURRAY Executive Vice President & CFO 20+ Years of Experience Previous Experience: • Ernst & Young LLP KIM MORIN Vice President & Chief Human Resources Officer 20+ Years of Experience Previous Experience: • Greencore • Sensient Technologies • Exel/DHL Supply Chain • Saskatchewan Department of Justice CREIGHTON WARREN Chief Information Officer 20+ Years of Experience Previous Experience: • TreeHouse Foods • USG Corporation • Burwood Group • Commerx • Heller Financial • Accenture PAUL GANGE COO U.S. Collision 20+ Years of Experience STEPHEN BOYD COO Canada Collision 20+ Years of Experience Previous Experience: • OE Connection • Advantage Parts Solution • Fix Auto • Solera • Audatex • Danka Previous Experience: • B.A. Robinson Co. Ltd • Richardson Capital Ltd • James Richardson & Sons