Corporate Restructuring and Bankruptcy:In recent years, Don has focused on assisting clients in financial distress. Acting through PWCO Services, Inc., a Porter, White & Company affiliate, Don has served as intermediary in financial reorganizations. In the Birmingham Steel Corporation Chapter 11 reorganization, Don provided liquidating trustee and distributions agent services. In this role, he made distributions to various claimant groups, resolved disputed claims and administered the wind-down activities of the company, vigorously pursuing various vendor, insurance and tax refunds. In total, over $65 million in distributions were made to the various claimants in a timely manner. In another case, Don served as collateral agent for a bank group, taking a security interest in pledged assets and serving as an intermediary between the bank group and the borrower.

Don served as acting chief financial officer for North American Bus Industries (NABI) during its financial restructuring and sale. NABI is one of the largest manufacturers of municipal buses in the U.S. Under Don's leadership, NABI exceeded its financial performance commitments to its bank group while meeting its budgeted delivery commitments to some of the nation's largest municipal transit authorities, including Los Angeles, Cleveland and Miami. By reducing working capital requirements, the company was able to continue its manufacturing operations without additional bank support until a buyer was located and the sale was closed.

Don has also been asked to step in as interim CFO for a financial services company when possible financial fraud was discovered. Through close monitoring of the company's cash flow and lending operations, he gave the bank group sufficient confidence to continue their support until the company could be sold, thus providing the banks an opportunity to maximize their recovery.

Middle East Experience: Prior to joining Porter, White, Don worked in the Middle East as corporate treasurer for large publicly held companies in Kuwait and Saudi Arabia. While in the Middle East, he was responsible for completing a broad array of financings. These included syndicated bank deals, asset-backed loans, bond offerings, an equity offering and Islamic financing (financing structured in accordance with the precepts of the Koran). An important component of successful deal execution was developing and maintaining close relationships with a large number of regional and international banks. Don's other responsibilities as treasurer included cash flow forecasting, developing long-range financing plans and closely managing cash flow and working capital. In particular, the Saudi Arabian manufacturing company where Don worked required extensive efforts to restructure the balance sheet and align costs with competitive realities.

Corporate Finance: Don also worked for many years at Sonat Inc., a $3 billion energy company which subsequently merged with El Paso Corp. In the latter part of his Sonat tenure, Don worked in the corporate treasury office as director of treasury services. In this role he planned and coordinated seven long-term financings for over $700 million. These financings included public offerings, private placements and bank financings. Don also maintained relationships with the Company's 18-bank group that provided $770 million in credit commitments. He helped monitor Sonat's financial exposure and developed risk management plans for commodity swaps and foreign exchange. Another area of responsibility while in Sonat's treasurey department was financial communications and investor relations. Don helped prepare and deliver presentations to investment analysts and rating agencies that explained the Company's financial and operating performance as well as its future business plans.

Financial Planning: Prior to joining Sonat's treasury department, Don worked in corporate planning both for the parent company as well as for two oil service subsidiaries. In this role he analyzed numerous acquisition and investment opportunities from both a financial and strategic perspective. He also conducted market studies to support the company's business planning. One major initiative resulted in the implementation of a $400 million deepwater drilling rig acquisition program.

Don graduated from the United States Military Academy in 1974 and served on active duty for five years in the United States and Germany. He was active in the U.S. Army Reserve until retiring in 2002. Don received his MBA from Harvard Business School in 1981.