This document provides a summary of Ron Calabrese's experience and qualifications as an enterprise architect. He has expertise in areas such as architecture strategy, governance, standards, portfolio management, and ensuring alignment between business needs and IT solutions. His background demonstrates strong leadership skills and experience developing architectures for various industries.

1. Value Proposition Steinar Hjelle Operations Executive H: 860-404-187 [email_address] C: 860-986-9915 Financial Outcome Managed large budgets Led expense reduction Negotiated financial deals Contract & vendor negotiations Leadership Managed sizable organizations Developed high performance teams Developed and promoted talents Implemented coaching models Performance Measurement Developed performance scorecards Developed process dashboards Set standards and managed performance eBusiness Technologies Business critical capabilities Drove effective use of technology Optimized end-user experience Effective integration and implementation Project Management Multi million dollar projects Project selection criteria Project governance Six Sigma Black Belt trained Certified Six Sigma trainer Six Sigma implementations Managed Six Sigma Projects Change Management Certified trainer Managed large change initiatives Customer Focused Voice of the customer to specific requirements Research based Customer satisfaction Strategic Vision and Planning Business Architect Developed long term strategies Developed multi year implementation plans Education Master of Business Administration BS in Mathematics/Statistics Air University/Air Command and Staff College Industry Experience General Electric IBM The Hartford Financial Services

2. ERP Transformations SAP Implementations System Integration Within and Outside the Enterprise Customer Channel Management Org Structure and Process Simplification Process and Organizational Change Business Technology Alignment High Volume Distribution Systems Data Warehousing and Information Delivery Mobile Technology to Manage New Project Introductions, Project & Service Global Program Manager Programs Aligned to Strategy Project Managing Project Resourcing Risk and Mitigation Management Portfolio Management Strategic Planning Architecture Strategy Formulation (Derived) Common Platforms and System Architecture Information and Solutions Architecture Process Modeling/Blueprinting System Reusability Business Driven Initiatives E-commerce, E-business Sales from Automation and Sales Productivity Systems Vendor collaboration and communication. Organizational Leadership Skills ERP Transformations, Major Changes In Roles and Responsibilities Building and Sustaining Top Talent Change Management through Merger and Acquisition Process Customer Driven Customer Design Market and Customer Intelligence Customer Selling and Service Strategies Manage Order to Cash While Improving Systems Customer Experience and Interaction Integrated Supply Chain Sales and Operations Planning Collaborative Forecasting & Planning Continuous Replenishment Vendor Managed Inventory Acquisition & Integration Evaluation and Risk Management Decision Making Criteria for Operating Model and Systems Human Resources Management and Team Building 203-570-2103 John Van Kirk [email_address] Page 2 of 2

3. Key Accomplishments Implemented the first complete phase of the enterprise SAP platform for Stanley Security Solutions Integrated seven Acquired Business Units at Stanley Security Solutions Architected the common platform for Common Process, Information and Systems at Diageo. Implemented the the Enterprise SAP implementation for USSC (TYCO) Established the Continuous Replenishment Process (CRP) at USSC Implemented Sales force Automation at USSC Built the process and systems to support a Global Inventory Management System at USSC Summary A Results Oriented Senior Information Technology Executive. Experience in the Security, Consumer Products, Healthcare, Medical Device and Pharma Industries Creative, analytical, decisive problem solver with ability to drive cost effective solutions to achieve business objectives 203-570-2103 John Van Kirk [email_address] VALUE PROPOSITION Page 1 of 2

4. Education MA in Linguistics, York University, England BA in English, North Adams State College a/k/a MCLA, MA Six Sigma Master Black Belt ASQ Certified Six Sigma Black Belt GEP Certified Quality Instructor in Six Sigma DMAIC Methodology. Leadership ASQ Section Chair Develop High Performance Teams Identify & Develop Talents Change Agent Business Outcomes Revenue Growth Cost Reduction Productivity Improvement Cycle Time Reduction Customer Satisfaction Employee Satisfaction Error Reduction Innovation Industries Financial Services Manufacturing Technology Detail Oriented Project Plans Outcome Focused Tracking Tools Change Management Manage Resources Six Sigma Projects Managed Functional Budgets Employee Productivity No Surprise Approach Weekly Updates Monthly Reports Milestone Presentations Manage Changes Methodologies Six Sigma Lean Six Sigma Lean Plan Do Check Act (PDCA ) Pg 1of 2 Value Proposition Marta A. Nichols Continuous Improvement Specialist Six Sigma Master Black Belt 413-822-4713 [email_address]

5. Continuous Improvement Systems Thinking Customer Centric Focused on Prevention Culture Change Statistical Analysis Data Driven Metrics Charts & Graphs Teach & Use Marta A. Nichols Continuous Improvement Specialist Six Sigma Master Black Belt 413-822-4713 [email_address] Problem Solving Reduce Defects Reduce Expenses Streamlines Processes Managing By Data Collection & Application Statistical Analysis Goals & Deliverables Results Oriented Customer Focused Internal & External Banking Operations & Sales Manufacturing Order Entry to Logistics Project Management Small to Large Projects Critical Path Method Gantt Charts Charter Negotiations Team Player Cross Functional Self Directed Steering Committees Flexibility Technology Microsoft Office Word, Excel, PPT, Visio Minitab Statistical Software Databases & Report Software Value Proposition Pg 2of 2

6. Miguel A. Nistal Global Executive General Management (860) 693-1815 (h) (860) 518-0280 (m) [email_address] Strategic Thinker 3-5 year vision Global perspective Results oriented Execution via Goal Deployment Process Global Manufacturing & Sourcing Expertise Operations in Asia, Mexico, Canada, Europe and the USA Productivity improvement centric to style Make vs. Buy analytical skills Mergers & Acquisitions Knows process from first contact to integration Can identify strategic bolt on’s Successful in integrating cultures as well as business Meets acquisition financials Innovative Product Development Product management experience Market expansion mentality Understands consumer value proposition and leverages it Thinks outside the box Global Selling & Supply Chain Know the markets and the cultures Build businesses overseas Build customer loyalty Financial Acumen Every decision is analyzed Manage risk with return Constant focus on improving ROI/ROCE Know how to solve problems Accountable and Builds Trust Have a message…share the message Set the goals (numbers) and get buy in from the team Communicate, motivate and invigorate…the team will perform. Global Capital Management Understand balance sheet and funds flow importance and requirements Skilled in managing down inventories and receivables, growing payables Focused on increasing working capital turns Delivers improved return on capital

7. Sales Proven track record growing share of customer/wallet and market share Education M.B.A. - North-eastern University B.S. - Trinity College Marketing/PR Marketing Plan Brand Champion Distribution Channel Management Strategic Planning Strategic Plan Competitive Analysis Surveys Segmentation Communications Full employee meetings Annual shareholder meetings Peter C. Bennett Sales & Marketing 860-424-6122 [email_address] Advertising/PR Print, Radio, TV Press Releases Public Speaking & Seminars Project Management 15+ product launches Name change project Annual reports Mergers/Acquisitions Industries Healthcare Financial Services Telecommunications

8. PRODUCT DEVELOPMENT Global experience Engineers, Chemists, Technicians with global focus General industry and Automotive experience TECHNICAL SERVICE Group turnaround Perception is all there is Recruiting success Encourage “What if” thinking BUSINESS PROCESSES Stage Gate Innovation Elimination of “Fuzzy Front End” Programmed Innovation Cross functional teams STRATEGIC DEVELOPMENT Automotive Direction Team Sales/Marketing- our friends Voice of Customer Identification of needs Establish common vision VALUES Honesty, trust, respect Accountability Dedication MANAGEMENT Make superstars/Develop people Accountability Assist under-performers in best path forward Work must be fun, successful Budgets/planning PRINCIPLES Integrity Break a few rules/take some risks Decision maker Grow personnel Group/company success RESEARCH & DEVELOPMENT Long term vs. short Partnerships Implementation into PD Macrotrend understanding PAUL J. RACHIELLES Product Development Leader [email_address] 860-729-7424

9. Philip D. Palermo Senior HR Professional Management Consultant 860-651-6177 [email_address] Industry Experience Fortune 500 companies Start Up business subsidiary Mergers and Acquisitions Due diligence Leadership Development of high performing teams Management skills coaching Consultation on organization design and performance, people brokering, and succession management Supervision of HR teams in geographically dispersed locations Education MBA- Organizational Development B.S. – Finance Effective negotiations, Myers-Briggs, organization design Strategic Vision Planning Formulation of HR strategies Partnership with clients to develop and execute short and long term plans Strategic consultation with management. Environmental analyses and market competitive assessments Customer Focus Business problem analysis Customer needs assessments Partner in determining effective business solutions Coordination of all HR services for clients Team Work Lead HR project groups on new program development Key role on internal organization changes Managed HR support to new company assimilations Management Development Lead sessions on collaboration, team building, conflict management, delegation, and process improvements Conducted supervisory leadership training programs Facilitated executive sessions to address critical business success factors Business Outcomes Increased Revenue Production Expense management savings Increased employee and customer satisfaction levels Streamlined organizations and business processes

10. STEPHEN T. MERKEL Senior Executive [email_address] 860-306-3487 TURTLE WAX Succession Planning – grooming of founders son International Expansion External Development ST. FRANCIS HOSPITAL Strategic Planning Enhanced orthopedic offering by brokering movement of Hartford Orthopedic to St. Frances Fund Raising HARTFORD CHAMBER OF COMMERCE Led chamber board in endorsing mayoral candidate for election and charter reform Raised money to support election and city approval of “strong mayor” STURM RUGER COMPANY Hired new CEO, VP Operations and VP Sales and Marketing Raised cash by selling off non operating assets, lowering inventories and receivables, and delaying payables Share buy back BOARD EXPERIENCE Eight years of Public, Private and Not-For- Profit Board Experience

11. Global Experience 18 years of P & L responsibility running domestic and international business Lived four years in London and four years in Mexico City Worked for both domestic and international companies with leading global brands Acquisitions 13 Acquisitions and integrations across 22 countries both Public and Private Two divestitures, stand alone and carve out Four years as head of M & A Distribution Experience Understand earns, turns and support as it relates to distribution partnership and success. Experience with dozens of channels including industrial, AAM, consumer, hardware, HVAC, Pest, Food service, paper, Jan San, electronics, aerospace, OE service parts, farm and Ag Developed distribution worldwide New Markets/Products Have fostered geographic, channel, market share and new product growth thru development, license and acquisition world wide Results As head of a leading global industrial business, increased sales 48% and operating profits 71% in five years 11% CAGR in sales and 16% CAGR in operating profits over 12 years 18 years of improving the value offering and raising gross margins STEPHEN T. MERKEL Senior Executive [email_address] 860-306-3487 Strategic Planning Developed and executed three to five year plans for global, North America and European businesses Value Offering/Gross Margin Improvements Introduced high margin new products priced to value Re engineered and outsourced products Improved productivity Tested price elasticity Extended product offering Closed factories Crisis Management Managed through natural disaster, fraud, wild inflation, catastrophic loss of facilities, hostile , divestitures and financial uncertainty Sales/Markets Experienced with high margin value added products as well as commodity product sold direct and through distribution Sold and worked with all types of business including multi national industrial companies, Retailers, Automotive, Aerospace, Electronics, Medical Disposable and MRO

12. STEPHEN T. MERKEL Senior Executive [email_address] 860-306-3487 FOCUS Buy, Buy into with option, or, run with option to buy a small business $5 to $100 M in sales within manufacturing or service sectors 50 miles or less from Hartford. SMALL COMPANY EXPERIENCE Ten years of P & L experience with multiple businesses under $100 million in sales GLOBAL EXPERIENCE 18 years of P & L responsibility running domestic and international business with 56 wholly owned subsidiaries. Lived four years in London and four years in Mexico City Worked for both domestic and international companies with leading global brands ACQUISITIONS 13 acquisitions and integrations across 22 countries both Public and Private Two divestitures, stand alone and carve out Four years as head of M & A RESULTS As head of a leading global industrial business increased sales 48% and operating profits 71% in five years 11% CAGR in sales and 16% CAGR in operating profits over 12 years 18 years of improving the value offering and raising gross margins GROSS MARGIN IMPROVEMENTS Introduced high margin new products priced to value Re engineered and outsourced products Improved productivity Tested price elasticity Extended product offering Closed factories DISTRIBUTION EXPERIENCE Understand earns, turns and support as it relates to distribution partnership and success Have expanded distribution worldwide Experience with dozens of channels including Industrial, AAM, Consumer, Electronics, Aerospace, Jan San, Hardware, HVAC, Plumbing, Pest, Food Service, Paper, Hospitality, Fire Arms, OE Service Parts, Farm and Agriculture. LBO EXPERIENCE Leveraged purchase with private equity Developed Value Creation Plan Communicated VCP to lenders and investors for approval

13. Brand Consistency Internal alignment Promotion Web leverage Strategic Planning Created and implemented multi-million dollar business plans International application leveraging expatriate experience Track record of sales and margin growth Delighting the Customer Customer centric based products and services Creative solutions Partnership Demand Creation Grew European business from <$1m to >$12m Profit improvement through pricing, promotion and positioning Segmented business to deliver goals Leverage web collateral Product Management Implemented product segmentation Pricing and margin implementation Created product strategies to drive the business David S LeGrand Marketing and Business Development Professional 860.304.5999 [email_address] Innovation StageGate Prioritization Customer focused solutions Management of cross functional teams Markets Aerospace Automotive White Goods General -filter, assembly, medical Ag/construction/truck/trailer Consumer The Person Energetic Focused Team player Creative Educated

14. Leadership Area Mission/ Goals & Objectives Individual Development/ Mentoring Budget Open Communications Partnership (Business, Enterprise, Support) Architecture Service Architectures Legacy (Mainframe, Client/Server) .NET, Java EE, CICS Integration (Vendor, Legacy) Business Rules, Document Mgmt User Interface Database (SQL, Oracle, DB2) Technology Governance Architecture Review Process Systems Development Lifecycle Standards and Best Practices Strategy Assessment & Reporting Cross-Project Governance Design Accountability Portfolio Management Business Processes/ Capabilities Business & Technology Portfolio Management Artifact Repository Sunset Ron Calabrese Value Proposition Values Honesty, Trust, Reputation Accountability Completeness of Organization Follow-Through Principles Team Oriented Collaborative Decision-Making Cross-Project Communications “ Hands On” Leadership

15. Architecture Accountabilities Business Alignment – Ensure ongoing alignment of the architecture and technology choices with the business strategies Development and Integration Standards – Ensure a common set of policies for building and integration software systems Project Governance – Ensure that the business system solution conforms to the architecture policies and fulfills its non-functional requirements Inventory – Maintain an inventory of software assets and their relationships Infrastructure – Provide direction and provisioning of a shared physical infrastructure (test through production) 2-Way Communications/Collaboration – Ensure proper collaboration and communication with stakeholders, including adjusting standards and best practices COTS – Provide for the evaluation/selection of Commercial Off-The Shelf software Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

16. Architecture Principles Business Alignment: Architecture and technology choices must be aligned with and led by the needs of the business and are affected by both their top-and bottom-line. Team-Oriented Decision-Making : Follow an “eyes wide open” approach to decision making as we plan the execution of our business and IT strategy. Incremental Implementation : Iteratively deliver architecture and business value incrementally. (“Big Bang” doesn’t work.) Minimize the Effects of Change : Integrate solution components as loosely as possible with an eye toward minimizing the ripple effects of change. When providing for system services, always understand and minimize the effect of change on the service consumers. Transition Flexibility : In executing our strategy, be sensitive to the pace at which the business and IT communities can absorb the change; we’re all heading to the same destination but we do not all have to transition at the same pace. Reuse : Reuse software that we have; prefer to buy, configure, and integrate the right solutions rather than build custom software. Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

17. Architecture Principles (cont.) Managed Exceptions : Deviations from plan are public and managed. Plans must be established to bring exceptions back in line with strategy. Managed Inventory : Less software is better. Actively manage the portfolio so that we understand what each project adds, and as well, what each project can retire. Project Constraints Balancing : IT solutions must fulfill both functional and non-functional requirements. Be sure that non-functional requirements are qualified, quantified and prioritized (e.g., is agility more important than schedule? What kind of agility is required and where? What response time is expected?). Cross-Project Mentality : Solve problems horizontally so they can be shared across the division, but do it in a way that allows for specialization where necessary. Repeatable Success : Software development best practices, reference code and promoted architectures are always based on successful implementations. Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

18. SOA Vision “Service Oriented Architecture (SOA) is an enterprise strategy that promotes the development of business processes around loosely coupled business services, for the purpose of enabling business speed and flexibility.” Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com Service Contracts/ Management Infrastructure Abstraction Consumer-Driven Quality Integration Business Process Orchestration Service Change Management Consumer/ Provider Asset Management Business and IT Alignment Manage the environments based on well defined service levels (taking into account performance, up time, growth trends, and correlation across services). Abstract away any need to manage or maintain environments or infrastructures from the solution and/or service providers. Promote a consumer-driven approach to service construction and maintenance, maximizing consumer satisfaction. Eliminate point-to-point and extract-based integration by mapping to and from agreed-upon standard taxonomies. Provide a tool that enables the creation of business process solutions through the assembling of business services. Insulate consumers of services from service upgrades reducing the need for constant retesting of functionality. Establish an application solution assembly approach that separates the creation and management of business processes (via solution assemblers) from the provisioning of services (via service providers). Provide for the discovery and management of supported, reusable artifacts (services, portals, diagrams, etc.). Provide a common portfolio-based domain structure organizing required business functions. Provide clearly defined insurance data taxonomies relative to the business. Provide governance (i.e. “clear ownership”) around the domain and data structures employing relevant industry standards. Establish procedures and tools for the creation and maintenance of business process models . Perform joint planning relative to investment and opportunity ; document in a consistent way (i.e. “heat map”). Provide for constant communication across domains.

19. SOA Readiness Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

20. Moving from “Build” to “Manage” Business consistency through shared processes, services, data Planned, engineered standard suite of assets Managed inventory (displays asset usage) “ Full” Software Life Cycle Management: strategy to sunset Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

21. Underwriting Step: Rate Policy Portal Main: Rate Policy Page Policy: Rating Service PolicyBO: RatePolicy() Policy Database User Interface Data Business Objects Services DB Business Processes Inquiry claim policy rate tran exp hist bench event fulfill People Agency Policy Resource Mgt Work Mgmt Claim Underwriting Proposal Portal: Rate Doc Mgt Service Consumer Layer Business Services Layer Data Access Services Policy Policy DB rate Policy Object- Relational Mapping Data Access Architecture Layers and Asset Types WAS/JBoss, IIS/.NET, CICS (z/OS) Infrastructure Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

22. Software Assets and the Portfolio Inventory Business Portfolios Technology Portfolios Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com Business Processes User Interfaces Services Get Policy Get Agency Get Claim Business Data Objects ref policy claim Data

23. Projects and Inventory Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

24. Architecture Governance Modeling and Portfolio Updates Strategies Projects Support Demand Management Production Turnover Feedback Process Business Portfolio Impact Technical Portfolio Impact Technical Design Review Production Readiness Assessment Enterprise Line Systems Development Life Cycle (SDLC) Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com Inception Elaboration Construction Transition System Origination Implementation Acceptance Build Analysis & Design Requirements System Initiation

25. Adaptable Expose “core insurance” capabilities via a set of adaptors so they are simple to snap into any new business workflow or over any new delivery technology. Technology: Web Services - Service Oriented Architecture (SOA) XML Configurable Organize “core insurance” competencies into manageable “business” configurable, independent software components ready to go anywhere. Technology: Rules Engine COTS (Vendor Integration) Java, .NET, Legacy Extension Common Frameworks Assemble, Rapidly assemble the inventory of software components into each unique workflow for each new business opportunity. Technology: Integration tools Inventory Services Components Don’t Wire Today’s Solutions Ron Calabrese, 860 749-6775, roncalabrese@yahoo.com

26. Industry Experience Financial Services Pharmaceutical Oil and Gas Telecommunications North America and Europe Leadership Result driven IT manager Provide strategic perspectives and team leadership skills Change champion, motivator, educator and project manager ITIL Service Manager “ ITIL Master” Manager, IT Advisory at KPMG Education & Cert. MS, Computer Science and Engineering BS, Mechanical Engineering ITIL Service Manager ITIL Practitioner Thought Leadership Developed KPMG’s ITSM approach and collateral Presenter at Massachusetts STARS conference and PMI Developed 2 day ITIL training Project Management Implemented a multi year strategic ITSM program Project managed client engagements as consultant Project managed major change management initiative Frameworks Developed an Integrated Control Framework based on COBIT, ITIL, ISO 20000, BITS and ISO 27001 Sarbanes-Oxley, COBIT and technology integration Change Management Implemented awareness and change programs for ITSM and security projects. Change champion and team builder ADKAR; John P. Kotter Process Design Service Level Management and charge back approach Change Management Release Management Incident Management Other IT processes Thorsten Manthey - Value Proposition (617) 513 0000 ITIL Service Manager [email_address]

27. Industry Experience Financial Services Pharmaceutical Oil and Gas Telecommunications North America and Europe Leadership Result driven IT manager Provide strategic perspectives and team leadership skills Change champion, motivator, educator and project manager ITIL Service Manager “ ITIL Master” Manager, IT Advisory at KPMG Education & Cert. MS, Computer Science and Engineering BS, Mechanical Engineering ITIL Service Manager ITIL Practitioner Thought Leadership Developed KPMG’s ITSM approach and collateral Presenter at Massachusetts STARS conference and PMI Developed 2 day ITIL training Project Management Implemented a multi year strategic ITSM program Project managed client engagements as consultant Project managed major change management initiative Frameworks Developed an Integrated Control Framework based on COBIT, ITIL, ISO 20000, BITS and ISO 27001 Sarbanes-Oxley, COBIT and technology integration Change Management Implemented awareness and change programs for ITSM and security projects. Change champion and team builder ADKAR; John P. Kotter Process Design Service Level Management and charge back approach Change Management Release Management Incident Management Other IT processes Thorsten Manthey - Value Proposition (617) 513 0000 ITIL Service Manager [email_address]

28. Governance Defined a detailed IT process governance framework Established process KPIs and balanced scorecard approach Languages English German Swedish ITSM Tools Developed an ITSM tool evaluation methodology BMC Remedy ITSM 7.0 Atrium 2.0 CMDB EXTRA ?? Thorsten Manthey - Value Proposition (617) 513 0000 ITIL Service Manager [email_address]

29. Thorsten Manthey - Accomplishments (617) 513 0000 ITIL Service Manager [email_address] Process Improvements and Governance Managed, designed and implemented IT Service Management programs and Process Improvement initiatives at large and small companies in North America and Europe. Designed a comprehensive IT Service and IT Process Governance Framework together with a business value driven IT Service Portfolio, IT Cost Model and IT Service Chargeback approach aligned with business priorities. Developed and implemented comprehensive Process & Service Level Agreement (SLA) reporting structures and identified Critical Success Factors (CSF) and Key Performance Indicators (KPI) with integration into an IT Balanced Scorecard, to drive company and management performance. Planned and executed senior management presentations, explaining ITIL and IT Service Management benefits and program objectives. Facilitated workshops with senior management on ITIL ROI. Conducted process maturity assessments and self assessments based on the Capability Maturity Model (CMM) and established short and long term goals for a Process Improvement program. Managed detailed design and implementation of processes and procedures, focusing on process integration, operational effectiveness and efficiencies. Acted as Process Owner for Service Level Management for a financial service organization, defined a comprehensive IT Service Catalogue, SLAs and conducted contract negotiations. Evaluated and analyzed partnerships, SLA and outsourcing options to reduce overhead and costs to enable superior IT service delivery.

30. Organizational and Cultural Change Designed cultural and organizational change management programs by establishing and executing successful communication and change & awareness strategies, including set-up and management of different communication channels such as; news letters, on-line web based training, innovative lunch-and-learn workshops and Intranet web portal facilitating “single-point-of-entry” for all documentation, training material, handbooks, processes, user guides and templates. Managed and coordinated mandates to develop and implement new work methods, policies and procedures based on ITIL. Developed and implemented client specific Process Management methodologies and policies; covering document numbering, version control, templates and organizational responsibility & ARCI matrix. Prepared and executed ITIL trainings, including certification preparation to prepare participants for the ITIL foundation certification exam. Thorsten Manthey - Accomplishments (617) 513 0000 ITIL Service Manager [email_address]

31. IT Service Management Tools Managed evaluation and selection advice for IT Service Management tools and ITIL training providers. Weighted categories including business objectives, technical, functional, process and vendor evaluation. Managed implementation of Remedy ITSM 7.0; Modules: Service Desk, Change Management, Asset Management, Configuration Management Database (CMDB – Atrium 2.0) and Service Level Management. Designed and implemented a logical IT Service based CMDB model. Sarbanes-Oxley and COBIT Defined Sarbanes-Oxley (SOX) testing strategy, retention guidelines for documentation and created templates for process narrative descriptions, flows, control register, testing and walkthroughs. Performed SOX execution, evidence gathering, walkthroughs, test plan development and control testing. Mapped COBIT Control Objectives to specific company Control Objectives. Developed and implemented an Integrated Control Framework, based on COBIT, ITIL, ISO20000, ISO17799, BITS and IT General controls to facilitate efficient and effective IT audit execution. Thorsten Manthey - Accomplishments (617) 513 0000 ITIL Service Manager [email_address]

32. Integrated Control Framework (ICF) The ICF is COBIT based and provides a visual mapping to Best Practices and Standards such as the ITIL processes, ISO27001 security requirements, ISO 20000 IT Service Management standard and regulatory requirements such as SOX. Thorsten Manthey - Thought Leadership (617) 513 0000 ITIL Service Manager [email_address]

33. IT Service Management Approach Developed a comprehensive and holistic IT Service management approach based on IT Services, Processes, Metrics and Risk to be delivered in defined releases. This approach can be customized towards each clients environment and used throughout the clients multi-year IT Service Management program. Program Management Services Processes Metrics Risks Releases Thorsten Manthey - Thought Leadership (617) 513 0000 ITIL Service Manager [email_address]

34. IT & Business Value Creation Many IT organizations have the desire to achieve a higher degree of partnership and alignment with the business which is driving the adoption of IT Transformation. Businesses today are counting on their IT organizations to transform IT service delivery and organizations that master the management of the full life cycle of IT services to deliver tangible business benefits. Thorsten Manthey - Thought Leadership (617) 513 0000 ITIL Service Manager [email_address] IT and Business Alignment Establish and align IT Vision with the business vision Define measurable and realistic IT objectives aligned with the business objectives Operational Excellence Implement the IT objectives enabling People, Processes and Technology Generate process efficiencies and cost effectiveness, control and compliance assurance together with industry certifications Risk Management Execute an IT Risk Assessment to identify vulnerabilities and critical assets Governance Establish a governance and management framework. To create IT and Business value and achieve operational excellence requires a combination of strategic actions, business alignment, organizational and people capabilities, risk management, governance and enabling technologies.

35. ERP Transformations SAP Implementations System Integration Across Global Entities Org Structure and Process Simplification Process and Organizational Change SAP, Navision, JDE, Macola, BPCS & legacy applications Business Applications SAP and Other ERP Systems for High Volume Transaction Processing Data Warehousing and Information Delivery CRM & Mobile technology Global Program Management Programs Aligned to Business & IT Strategy Project Managing Project Resourcing Risk and Mitigation Management Portfolio Management Strategic Planning Architecture Strategy Formulation Business & IT Alignment Common Platforms and Information Systems Architecture Process Modeling/Blueprinting System Reusability Business Driven Initiatives Margin Improvement Through Price Optimization and Global Visibility Inventory Reduction with Sales & Operations Planning / Forecasting Vendor Collaboration and Communication Cycle Time Reduction - Automation Organizational Leadership Skills High Performance Teams Change Management ERP Transformations, Major Changes In Organizational Roles and Responsibilities Merger and Acquisition Process Operations, Controls & Compliance Team Productivity Systems Stability Sarbanes-Oxley 404 Internal Audits PCI Compliance Disaster Recovery / Risk Mitigation Integrated Supply Chain Sales and Operations Planning Collaborative Forecasting & Planning Continuous Replenishment – “Sell one, Make one” Vendor Managed Inventory Supply Chain Transparency Acquisition & Integration Evaluation and Risk Management Decision Making Criteria for Operating Model and Systems Rapid Integration & Benefits Realization Human Resources Management and Team Building Ravi Kurumety [email_address] 860-538-0223

36. About Ravi Kurumety … Excerpts from references: Ravi is an intelligent, inquisitive, and motivated individual who exhibits these traits with true professionalism, discipline, and integrity. As the President of a large division of the Stanley Works, there are several traits that I look for and develop with employees: Accountability, Integrity, Respect, Vision, and Speed. Ravi demonstrates all of these traits, reinforced with continued reliability and confidence. Ravi has a bias and passion for excellence and continually strives to be best in class. In addition, Ravi is more than an individual contributor, he is a natural leader who builds positive working relationships, works for the good of the team, treats others with respect, and energizes others around him. Ravi Kurumety is a unique individual exhibiting knowledge, maturity, ambition, integrity, and a style that continues to grow with time. He is an engaging personality and is able to develop key relationships at levels of the organization. His attention to detail and ability to balance business needs with IT objectives served him well in his ability to achieve the results desired and expected by Business and IT management. He is well respected by many of his peers and his ethics and commitment to his employees earned him their admiration, respect, and commitment to put forth 110% effort

37. About Ravi Kurumety … Excerpts from a recent Predictive Index Assessment: He has a strong sense of urgency, initiative and competitive drive to get things done, with emphasis on working with and through people in the process. Ravi is a confident and venturesome 'doer' and decision-maker who will delegate details and can also delegate responsibility and authority when necessary. Ravi is a self-starter who can also be skillful at training and developing others. He applies pressure for results, but in doing so, his style is more 'selling' than 'telling'. Ravi is an ambitious and driving person who is motivated by opportunity for advancement to levels of responsibility where he can use his skills as team builder, motivator and mover. About Predictive Index Assessment Technique: The Predictive Index (PI) provides objective, reliable and valid information to assist decision makers in developing a motivated, productive organization of talented people. With PI, managers gain a much clearer understanding of a person's individual needs. Managers trained in PI can best position a person for success and develop each individual's strengths. ( http:// www.piworldwide.com/PredictiveIndex/Assessment.asp )

38. ERP Transformations SAP Implementations System Integration Across Global Entities Org Structure and Process Simplification Process and Organizational Change SAP, Navision, JDE, Macola, BPCS & legacy applications Business Applications SAP and Other ERP Systems for High Volume Transaction Processing Data Warehousing and Information Delivery CRM & Mobile technology Global Program Management Programs Aligned to Business & IT Strategy Project Managing Project Resourcing Risk and Mitigation Management Portfolio Management Strategic Planning Architecture Strategy Formulation Business & IT Alignment Common Platforms and Information Systems Architecture Process Modeling/Blueprinting System Reusability Business Driven Initiatives Margin Improvement Through Price Optimization and Global Visibility Inventory Reduction with Sales & Operations Planning / Forecasting Vendor Collaboration and Communication Cycle Time Reduction - Automation Organizational Leadership Skills High Performance Teams Change Management ERP Transformations, Major Changes In Organizational Roles and Responsibilities Merger and Acquisition Process Operations, Controls & Compliance Team Productivity Systems Stability Sarbanes-Oxley 404 Internal Audits PCI Compliance Disaster Recovery / Risk Mitigation Integrated Supply Chain Sales and Operations Planning Collaborative Forecasting & Planning Continuous Replenishment – “Sell one, Make one” Vendor Managed Inventory Supply Chain Transparency Acquisition & Integration Evaluation and Risk Management Decision Making Criteria for Operating Model and Systems Rapid Integration & Benefits Realization Human Resources Management and Team Building Ravi Kurumety [email_address] 860-538-0223

39. About Ravi Kurumety … Excerpts from references: Ravi is an intelligent, inquisitive, and motivated individual who exhibits these traits with true professionalism, discipline, and integrity. As the President of a large division of the Stanley Works, there are several traits that I look for and develop with employees: Accountability, Integrity, Respect, Vision, and Speed. Ravi demonstrates all of these traits, reinforced with continued reliability and confidence. Ravi has a bias and passion for excellence and continually strives to be best in class. In addition, Ravi is more than an individual contributor, he is a natural leader who builds positive working relationships, works for the good of the team, treats others with respect, and energizes others around him. Ravi Kurumety is a unique individual exhibiting knowledge, maturity, ambition, integrity, and a style that continues to grow with time. He is an engaging personality and is able to develop key relationships at levels of the organization. His attention to detail and ability to balance business needs with IT objectives served him well in his ability to achieve the results desired and expected by Business and IT management. He is well respected by many of his peers and his ethics and commitment to his employees earned him their admiration, respect, and commitment to put forth 110% effort

40. About Ravi Kurumety … Excerpts from a recent Predictive Index Assessment: He has a strong sense of urgency, initiative and competitive drive to get things done, with emphasis on working with and through people in the process. Ravi is a confident and venturesome 'doer' and decision-maker who will delegate details and can also delegate responsibility and authority when necessary. Ravi is a self-starter who can also be skillful at training and developing others. He applies pressure for results, but in doing so, his style is more 'selling' than 'telling'. Ravi is an ambitious and driving person who is motivated by opportunity for advancement to levels of responsibility where he can use his skills as team builder, motivator and mover. About Predictive Index Assessment Technique: The Predictive Index (PI) provides objective, reliable and valid information to assist decision makers in developing a motivated, productive organization of talented people. With PI, managers gain a much clearer understanding of a person's individual needs. Managers trained in PI can best position a person for success and develop each individual's strengths. ( http:// www.piworldwide.com/PredictiveIndex/Assessment.asp )