Details the projects Mark has worked on.

1. “ Utilizing Break Through Technology to Deliver World Class Service” I Initiative Summary: Mark Fowler Built functionality to allow proxy coding on the same day a new account was created. Had to enable near real time processing, not an overnight batch to meet the business needs. Increased new account quality and trade revenue because trading was not allowed until the proxy was coded. Also enabled Advisors to view the accounts same day which decreased Inquiry phone calls into the complex. 2008 Project Manager & Business Analyst Convert Advisor Proxy coding from a two day process to a “Same Day” process. Next Day Processing Project Crated and delivered the Business Case, Business Requirements and Future State Business Design Documents. Held POV webinar for Implementation and Sales managers for feedback. Project still in progress. 2008- present Business Analyst Fully automate 6 account maintenance processes through AC.com. Enable Advisors to transact in near real time so the transaction goes straight through to the back end systems. Build logic that will not allow a “Not In Good Order” request (Budget $2 Million) Straight Through Processing Results Timeframe Role Description Initiative

2. “ Utilizing Break Through Technology to Deliver World Class Service” I Initiative Summary: Mark Fowler Outsourced the Fidelity.com Bill Pay system to Checkfree. Involved enterprise wide planning for training and policy and procedures updates Fall 2005 – Spring 2006 Project Manager /Business Analyst Decommission internal Fidelity Bill Pay system and move it to external vendor CheckFree. Online Bill Pay Outsourcing (Fidelity.com) Saved 200K over 5 years by halting the mailing of these account confirmations. Savings would have been greater but we had to build a way for people to be able to continue to receive the confirmations. The functionality was built into the FDOT account tool. 2006 Project Manager Discontinue sending paper confirmations when a brokerage trade expires without triggering a trade. Confirmation Elimination Project More than doubled the productivity of this new account setup process from 4/hr to 10/hr. 2006 –2008 Business Analyst/Project Manager Build new functionality to allow New Account Representatives to open SAM advisor accounts in 2 steps instead of 13. (Budget 1.2 million) SAM 7.0 Project Moved nearly all non value added New Account and Maintenance processes to Bangalore and Chennai 2007 and again in 2008 Business Analyst & workflow design Move acceptable New Account and Account Maintenance processes to India Account Servicing Offshoring Results Timeframe Role Description Initiative

3. “ Utilizing Break Through Technology to Deliver World Class Service” I Initiative Summary: Mark Fowler Decreased call handling time. Decreased the Research group’s incoming statement print volume by 75%. Built infrastructure to send requests straight to EPS to print. This moved the resolution of these requests to the point of contact, the phones. April 2004 – January 2005 Project Manager Enable phone representatives to view 3 years of customer statements instead of 1. Enable them to print years of statements with one click instead of having to print one statement at a time for mailing to the customer. Statement Viewer Improvement Created efficiencies and cost reduction through 50% volume reduction and decreased overnight mail costs. Volume reduction was found after policy discrepancies were identified and brought before the Legal, Risk and Compliance teams. 2004 - 2005 Project Manager Attain Six Sigma level quality across the Customer Interaction Group. The group is responsible for converting “Not In Good Order” new retail accounts to fully functional In Good Order accounts CIG Improvement Project After an audit, it was determined Fidelity’s W-8 processing did not comply with federal regulations. 20,000 W-8 coded customers had to be re-papered and coded correctly under the new policy. Fidelity.com had to be updated as well. 2005 Project Manager Change Fidelity’s W-8 processing to adhere to tighter regulatory control over non US customers. W-8 Project Results Timeframe Role Description Initiative

4. “ Utilizing Break Through Technology to Deliver World Class Service” I Initiative Summary: Mark Fowler The largest data conversion in Fidelity history. Worked with external vendor Mobius and incorporated their ViewDirect product into the legacy systems. Delivered a web based solution that had numerous enhancements over AMMO 2003-2006 Project Manager Optical disks holding much of Fidelity’s required regulatory data were becoming unreadable and obsolete. AMMO Decommission Project Results Timeframe Role Description Initiative