Professional profile of Marcel Kalakaj carrier for the last 15-years at Senior positions

1. 2010 – 1995 Professional Profile
2010 – 2005 Milestones
10-years Responsibilities
Marcel Kalakaj
kalakaj69@gmail.com
Strictly Private & Confidential. Do not copy or distribute.

2. Now - 2009 Regional CFO, Crisis Manager
2 yrs CS Cargo Management
Financials Revenue € 250m, EBITDA +10%, Borrowings € 70m, PP&E € 65m
Services Road, Logistics, Freight, Express
FTE 2,900 (2,000 in CZ)
Market 2,000 B2B customers, largest transport company in CEE
Organizational Centralized Management in CZ servicing SK, PL, GE, RUS, HU, NL, SLO, RO
Legal 15 legal entities in 9 countries at Holding structure
Ownership Two individuals (CZ)
Acquisitions Šmidberský (CZ), JTC (CZ), Golem (CZ), Unitrans (PL) at total value € 50m
Direct Reports Finance Managers CZ, SK, PL; Finance Controller, Head of Reporting & Planning
Processes Change Management, Lean Management, Project Management
Reporting IFRS
Systems ERP: Oracle e-BS, CRM: y-Track, OSS: Lodis
2Strictly Private & Confidential. Do not copy or distribute.

3. 2008 – 2003 CFO
6 yrs UPC Česká republika
Financials Revenue € 220m, EBITDA 55%, Borrowings € 380m, PP&E € 750m
Services Internet, Analogue & Digital TV, VoIP, DTH, B2B
FTE 800
Market 1.1m B2C customers, largest broadband provider in Europe
Organizational Centralization processes & services in head-office Prague
Legal Elimination of 10 legal entities into one, „squeeze-out“
Ownership Liberty Global Co. Denver Colorado, John Malone (USA)
Acquisitions Karneval, KTK, Forcomnet at total value of € 400m
Direct Reports Finance Management, Accounting, Billing, Collection, General Services, HR
Processes Sarbanes Oxley
Reporting US GAAP
Systems ERP: Sun LLP, CRM: Wizard, OSS: Wizard
3Strictly Private & Confidential. Do not copy or distribute.

4. 2003–2000 Deputy Shared Service Director CZ & SK
3 yrs Johnson & Johnson, Česká republika & Slovensko
Financials Revenue € 150m, EBITDA 5%, Borrowings € 380m, PP&E € 380m
Services Medical devices, Pharmaceutical (Janssen Cilag), FMCG (Cosmetics & Baby Care)
FTE 600
Market 400 (B2B, B2C) customers, worldwide leader
Organizational Shared Service centre for CZ & SK as a model for CEE Region
Legal CZ entity managing Slovak legal entity
Ownership Johnson & Johnson New Brunswick, New Jersey, +AAA Blue Chip, (USA)
Acquisitions DePuy, Vistakon, LifeScan, Neutrogena, LifeScan, etc.
Indirect Reports Finance, Accounting, Collection, Central Procurement, Internal Services, IT
Processes Process Excellence, Six Sigma
Reporting US GAAP, J&J WW procedures
Systems ERP: Sun LLP, CRM: Osiris, OSS: un LLP
4Strictly Private & Confidential. Do not copy or distribute.

5. 2000–1995 Branch Manager, Senior Investment Analyst
5 yrs Raiffeisen Investment AG Vienna
Financials Revenue € 200k, EBITDA 80%
Services M&A services, Investment Consultancy, Financial Advisory & Analyses
FTE 10
Market 50 B2B, B2C, lead investment advisor in CEE
Organizational Branch office co-operating with parent company in Vienna and local retail bank
Legal Branch office directly reported to RIAG Vienna
Ownership Raiffeisen Investment AG, Vienna (Austria)
Acquisitions Elektromontážní závody Praha (VA Tech, Austria), Králodvorské železárny (MBO,
Germany), ZVU Chemie (Gonschler, Austria)
Direct Reports 5 (M&A Managers, Investment Analyst, IPO Specialists)
Processes CAPM, EVA, DCF, etc.
Reporting IFRS
Systems local developed SW
5Strictly Private & Confidential. Do not copy or distribute.

6. MILESTONES
2010 Optimization of the Company legal & organizational structure
Implementation of IAS policies
Consolidated Audit for 9 countries, 15 entities, 2,700 employees
2009 Restructuring Leases & Loans
Implementation of IFRS Reporting Pack & New Sales Strategy
Crisis Management (Change Management, Project Management, Processes)
2008 Upgrade of ERP & OSS
Completed two acquisitions at total value of € 50m
Implementation of new business B2B
2007 Integration of acquisition Karneval at total value of € 350m
Implementation of new SBU Digital Video
Centralization of logistic structure for CEE
2006 Implementation of new SBU VoIP
Consolidation of 9 legal entities, squeeze-out
Implementation of cost savings program reducing cots by 30%
2005 Reorganization and establishment of shared services activities
Implementation of new reporting & planning pack on CEE level
Rebranding internet product & launching franchise agreement
6Strictly Private & Confidential. Do not copy or distribute.

7. RESPONSIBILITIES
Management Leadership
1. Support CEO & Company Strategy
2. Encourage business organic growth & target potential M&A opportunities
3. Prepare Sale Strategy focusing on customer satisfaction & operational discipline
4. Finance Management as supporting service function for sales & operations
5. Upgrade ERP, OSS, CRM Systems to eliminate manual work
6. Implement efficient functions improving business processes
7. Implement revenue business generating functions
8. Recognize & eliminate business & financial risks
9. Find & implement cost savings programs & synergy effects
10. Loyalty & Team playing
Financial Proficiency
1. Prepare & implement policies according to local legislation
2. Managing annual Capex investment process
3. Financial Management (Internal & External Audit)
4. Planning (Y-Budget, Q-Forecasts, LR Planning)
5. Financial reporting & controlling (CZ GAAP, IAS, US GAAP)
6. Revenue Assurance, Collection & Anti-Fraud Management
7. Cash Flow & Tax optimization
8. Centralized Billing, Logistic, Procurement, HR, General Services (Facility, Fleet, WH)
9. Implement Process Excellence in Finance
10. Get right people on right positions at right time
7Strictly Private & Confidential. Do not copy or distribute.

8. THANK YOU
Strictly Private. Do not copy or distribute. 8