Driver6 is a leading business and technology services firm specializing in Enterprise Performance Management (EPM) and SAP applications. They help companies create closed-loop, environment-aware performance management systems to connect businesses and enable rapid strategy execution. Driver6 utilizes performance management techniques, leading technologies, and an understanding of connected information to redefine performance management for clients.

1. An Enterprise Performance Management Company Mark DollManaging Partner & Founder 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 1

2. “Driving a 6 Sigma Understanding of your Business” Driver6, Inc. is a leading business and technology services firm specializing in Enterprise Performance Management (EPM) and SAP® applications including NetWeaver BW, Business Explorer (BEx) and Business Objects. Utilizing a combination of performance management techniques, leading edge technologies and our understanding of connected information, we redefine performance management. We create closed-looped, Environment-AwareTM performance management systems that connect businesses, enabling organizations to rapidly drive strategy and positively affect their business performance in a changing world. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 2

3. Vision http://

4. Environment-AwareTM Performance Traditional performance improvement methods look at cost to maximize profitability… They only look at traditional internal financial measures or ratios, such as debt-to-equity or inventory turnover. More advanced organizations directly connect their internal systems for management decisions. However, they rarely have all the data in one place. They may have many dashboards that don’t tell the overall story and are difficult to use for decision making. Leading-edge businesses combine traditional measures with new intentions, information sources and insights to create value and wealth in a rapidly changing world. We call this performance management that is Environment-AwareTM. These businesses are directly connected with community and industry measures. They are companies that compare themselves against a plan and their environments. Making your numbers while losing market share is not winning. 9/12/11 4 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

5. From to Traditional to Environment-AwareTM Driver6 can help 9/12/11 CONFIDENTIAL © Copyright 2010 Driver6, Inc. All Rights Reserved 5 Environment-AwareTM Innovation Decision Oriented Agile Market Knowledge Near Real-Time Closed-Loop Predictive Connected Business Drivers Planning Planning Historical Discipline Ratio Analysis Consolidation Standardized Reporting Compliance Financial-Aware

6. What are Environment-AwareTM Drivers? Are strongly correlated to business objectives Include data from the market Create a model of the business Contain financial and operation elements Are linked to the process of business decision making Can be visualized and communicated Are closed-looped and continuously improve Are adjusted for risk Are specific and often shared by industry 9/12/11 6 When focused on, business drivers produce improvements in financial results. Business results often consist of a combination of strategic, operational and tactical components. An understanding and management focus on your drivers helps you to improve operations, create innovation and reduce the overall business risk. Environment-AwareTMdrivers connect to external sources and drive change on a dynamic basis. Generally, they: CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

7. 10 Aspects of Performance Maturity 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 7 Performance Systems Aspects Strategic Timely Accurate Visualization Navigation Agility Adaptability Content Learning Process Basic Unfocused/Tactical Monthly / Quarterly Not Validated Reporting No Drill Down Static IT Controlled Internal Only No follow-up No integration Advanced Focused on KPIs Near Real-time Highly Validated Interactive Drill Downs Dynamic User Driven Connected Closed-loop Fully Integrated

8. The Driver6 Difference

9. 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 9 START with Driver6

10. START with Driver6 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 10 Speed - We know how to hit the accelerator. You will not find a faster high quality firm. Technology – We are a certified SAP Partner. We can license, implement and support the full range of SAP solutions. Accounting - We are the team for the CFO. We understand accounting & finance. Responsibility - We are willing and able to take responsibility to design, execute and manage projects. Talent - We know the talent in this industry. The Leadership is connected and experienced in the EPM & Reporting marketplace. This is our ONLY business. “Driver6 is uniquely focused on assisting business executives to implement an analytic management approach … to navigate their options, choices and risk mitigation strategies. Driver6 backs your executive gut-feel with analytics and decision support methodology.” - John Schwarz - Former CEO Business Objects and SAP Board Member

12. Support for MS & BW

13. End-to-end with BI & EIMFinance, Accounting & Statutory (GAAP & IFRS) Performance Management Planning & Consolidation (BPC / BFC /DM) NetWeverBW / HANA Microsoft Applications Content Platform Enterprise Information Management

14. Proven Results at Great Companies © Copyright 2010 Driver 6, Inc. All Rights Reserved

15. Broad Range of Products & Industry Skills 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 13 Current Success Skills on-board

16. Providing a full EPM Solution 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 14 Traditional suppliers ONLY Provide Driver6 also Provides Accounting & Financial Consolidation Business Planning Annual corporate, operational, capital, cash and resource planning Statutory consolidation (GAAP & IFRS) including intercompany, consolidation rules, automated controls, reporting & XBRL Publishing, as well as, linking Planning to statutory systems The Driver6 Difference NetWeaver BW & HANA Microsoft Full deployment and support for Microsoft SQL & Analysis Services Full deployment, integration with current BW client teams and support for NetWeaver BW, BEx and transition to HANA. Approach People SAP Certified Business Planning and Consolidation (BPC), Data Integration and Microsoft Suite skills Leading methods for implementation of planning & consolidation including process, accounting content, leading practices and technology accelerators

17. We do more that just Planning & Finance… 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 15 Finance, Accounting & Performance Domain Expertise SAP BusinessObjects Planning & Consolidation Strategy Business Intelligence Project Management … we support & transform the core business of the CFO. Industry Expertise

18. Big4/SI Driver6 Boutique Strategic, executive level, Business Advisory, Multi-product roadmap Large Multi-work stream projects Blended > $350/Hr Senior executive focused on politics All Services areas Business process Ability to execute on large global projects Strategic, executive, Business Advisory, Multi-product roadmap End-to-end EPM solutions Solution based, overall cost at a 20-40% discount Senior Executive focused on Delivery Dedicated to full Performance Management including EPM & BI Decision making Better decisions through creating Environment- Aware PM Systems Tactical, project level, single product deal Skills delivery only Variable, but blended at >$250/hr Limited project management Single focus (BI or Planning or Profit) Technology implementation Bare bones technology implementation The Driver6 Advantage Client/SAP relationship Typical project EPM rates Project leadership Consulting focus Fundamental consulting organizing principle Differentiated by… CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved

19. Solutions

21. Driver6 can organize your enterprise to gain clear visibility and accountability across the organization – Ensure individuals understand how they can impact strategic goals, drive accountability and manage exceptions.

22. Driver6 can help you monitor, measure and manage how your organization is performing towards the achievement of its strategic goals, quickly assess performance and execute on areas that require action.9/12/11 18 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

24. Driver6 can create a fact-based management environment that can stimulate innovation, profits and value.9/12/11 19 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

26. Driver6 knows SAP products and works closely with SAP to accelerate your planning and forecasting project.

27. Driver6 knows accounting as well as technology. Many of our professionals are previous controllers or CFOs and all have transformed the planning, budgeting and forecasting process at many businesses.9/12/11 20 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

29. Driver6 can transform your business from crude apportionments towards cause-and-effect assignments that accurately reflect how products and customers consume resources.

30. Driver6 can minimize the amount of time and effort needed to produce cost and profitability reports.

31. Driver6 can give businesses credible information that provides the insight they need to make better decisions that drive the bottom line.9/12/11 21 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

33. We support the full suite of SAP Business Objects products as well as, Netweaver BW, BusinesExployer(BEx) and HANA9/12/11 22 CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

34. The Success 6

35. “The Success 6” Factors that ensure success In any implementation, success depends on more than just development, testing and a technical focus. It rests on how well the organization teams internally, if they are clear on the key changes that must occur, able to adapt and manage change, and select the right partners with the business and technical skills to help lead and implement the change. Through our extensive experience with global organizations and our understanding of BMS over the last month, we believe these following factors are key to the success of your performance management initiatives. Ownership Results Priorities Quality Drivers Delivery CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 24

36. “The Success 6” - OWNERSHIP Ownership Results Priorities Quality Drivers Delivery Ownership, resource involvement, buy-in In our experience client ownership, involvement, and buy-in are key to a successful project, driving cost management, ROI and sense of organizational commitment. Our project approach starts with building a comprehensive team with domain expertise and experience that takes ownership and leverages a collaboration framework aligning to the business drivers in every element of the work plan. We do this by focusing on collaboration, iteration of the solution to draw out early user involvement and acceptance and knowledge transfer from the initial planning phase to the formal project close. This allows us to manage costs, deliver quick time to value and instill ownership in the client team throughout the solution lifecycle ensuring self sufficiency in ongoing development, support and improvement of the new business processes and supporting technologies. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 25

37. “The Success 6” - PRIORITIES Ownership Results Priorities Quality Drivers Delivery Defining, aligning and managing priorities Success depends heavily on how well the team understands the business requirements, priorities and is able to manage the transition to the future state management processes. For BMS to achieve their tracking, reporting and analysis goals, it is important to take the critical business needs and prototype as much and as quickly as possible to build a foundation for a rapid solution. It is far more costly in all respects to modify business processes, scope and functionality later in the project than it is to define and validate them from the beginning. This includes defining priorities and identifying issues related to business solution as early in the project lifecycle as possible. All specification, requirements and best in class solution development and delivery techniques need to be considered, adopted, and set as standards to be driven across all dimensions of the project. As such, business alignment, requirement definition and prototyping is needed at every phase to align the full scope and ensure these priorities are achieved at each phase of the project. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 26

38. “The Success 6” – DRIVERS Ownership Results Priorities Quality Drivers Delivery Business drivers and solution definition After the business priorities, scope and iterative approach is understood and aligned to support and optimize the business processes, it is necessary to define the business drivers, solution model and how these drivers will support the scope and business requirements throughout the project. This includes defining drivers, metrics, targets and the business data required to drive the meet the business priorities. Key dimensions are going to be consolidated cost, intercompany profit, tax, gross margin and both physical and financial views of inventory. It is important to ensure the visibility needed for these key solution areas are codified in the deliver models and are used to drive performance, achieve targets and are part of the continuous improvement cycle across all phases of the project. These business drivers directly impact the solution approach, design and iterations to ensure all stakeholders achieve the reporting, analysis and requirements, which are the foundation of success in this project. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 27

39. “The Success 6” - DELIVERY Ownership Results Priorities Quality Drivers Delivery Business goals, solution approach, performance optimization, reporting, analysis To ensure success in any reporting and analysis solution, the current reports, business data, user workflows and business rules need to drive the solution delivery. The complexity in the data, reports and views need to evaluated to ensure an optimal design, drive the right business result and accommodate the future business growth and performance needs. Business process priorities need to be defined, process flows mapped and understood and both data needs and user participation identified and pulled in early in the project to ensure efficiency in all reporting and analysis cycles. Reports are reviewed to identify the optimal design to take advantage of inherent dynamic capabilities, which can then minimize the number of reports required to meet reporting, analysis and stakeholder needs. As the new system provides process optimizations and the finance teams gain efficiencies, executive and business leaders will expect to get immediate access to accurate information with insight and visualization. This is a natural expectation given the time and expense invested and used to support the business justification. Beyond the inherent reports and data views delivered during the first stage of the project, specific reporting, analysis, visualization and dashboard needs must be defined. This is an area that is often overlooked during initial planning and yet is critical to incorporate in every phase throughout the implementation. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 28

40. “The Success 6” - QUALITY Ownership Results Priorities Drivers Quality Delivery Data quality, integration, automation and governance One of the key challenges organizations face during performance management implementations is the ability to get and deliver automated, clean, consistent, and trusted information. This includes historical data on both an actual and plan basis and accessing data from on tax, consolidated costs, intercompany profit, gross margin and inventory. Inventory will be the most difficult given the inherent disconnect between the financial and physical view. Considerable data cleansing and transformation along with the ability to identify and quickly correct errors found during reporting is critical. Having a set of test data that can be validated as early in the project as possible, will be key to ensuring both trust in the reporting data as well as getting user testing and acceptance early in the project. Solution deliver strategies must encompass much more than the tools being used, but also the processes and ownership from both an IT and business user perspective.

41. “The Success 6” - RESULTS Ownership Results Priorities Quality Drivers Delivery Foundation for best-in-class performance management and market results As you drive performance management throughout the enterprise, business performance improvements need to deliver quick wins and value today, cover core processes and lay a foundation for best practices in the future. Clear goals for success need to be defined, success criteria established and an approach that is bought into by all key stakeholders so that the success of the project can be measured and improved throughout every stage. This project will focus primarily on reporting in key operational and financial area of the business. However, additional value will be delivered as more reporting, analysis and visibility capabilities are delivered. In our experience, successful businesses don’t look at the initial reporting project as an end point but as a first step in a process focused on delivering insight to all users and stakeholders throughout the enterprise. More reports, analysis views, drill downs and dashboards must be identified, scoped and a roadmap developed so that these follow on expectations are not only managed but achieved. Best in class organizations view all performance management projects as delivering not only the insight the business needs to make more informed decisions but also look to combine data outside their organization for metrics, drivers and benchmarks to drive business process optimization and market growth. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved 9/12/11 30

42. Approach

43. A complete solution 9/12/11 32 Ability in implement performance management technologies Ability to integrate information from current as well as environment systems Ability to help with tradional performance systems while we help you to mature into Environment-AwareTM systems Ability to assist management with the change process including individual and group performance incentives Ability to manage the complete end-to-end program. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

44. Driver6 Approach Implement Solution Design Solution Configure Solution Project Transition ProjectInitiation Strategy Industry Specialization

46. Develop the project Work Plan and work breakdown structure (WBS)

47. Establish Status and Issue tracking policies and tools

48. Establish team and stakeholder communications plans

49. Identify BU stakeholders and super users

50. Assign roles and activities to project team and executive sponsors

52. Detailed project Work Plan

53. Project budget

54. Status and Issue tracking logs and procedures

56. Document the global planning process, reporting, users, stakeholders and supporting data requirements

57. Define the global technical architecture and required BU entity infrastructure for rollout planning

59. Future State Global Planning Process

60. Future state Global Application/Technology Architecture

62. Design and document data conversion and integration requirements

63. Adapt business processes as required to support the business goals and solution design required by EdgeClient

64. Define ad hoc reporting, structured reporting and Dashboarding needs

66. BI & BPC Solution Functional Design

67. Data Conversion and Integration Plan (scope and roles TBD)

69. Design workflow and business process outputs in support of the system definition

70. Manage the data conversion and application integration activities

72. Execution of Data Conversion and Application Integration activities (scope and roles TBD)

74. Facilitate acceptance testing with business entity super users and key stakeholders

75. Confirm production readiness of accepted and tested system

76. Confirm training and deployment readiness of user community, support super users in the training rollout

78. Accepted system as confirmed by user community

79. Trained BPC users (supporting role to internal trainers)

80. BPC Production ready system

82. Manage the completion and standardization of project documentation

83. Assist in the development of planning activities for future functional enhancements

86. Management Team & Selective Team Members

87. Leadership with Values Respect Stewardship Integrity Value People

88. Our Team 9/12/11 43 Mark W. Doll,Managing Partner & CEO, Driver6, Inc. Mark Doll is the Founder, Managing Partner and CEO of Driver6. Mr. Doll is a worldwide expert on performance management and the strategic use of information with over 25 year of experience. His clients include many of the Fortune 500 including Citibank, Shell Oil Company, Merrill Lynch and General Motors. Mark has a vast experience base including 13 years as a Managing Partner at Ernst & Young, an EVP at performance management software organization (Business Objects) and several years of working globally. Mr. Doll has recently returned from his two-year assignment in China. Mark is also a venture investor and a board member on numerous service and technology companies. Previously, Mark W. Doll was the Managing Partner of the Far East Area Business Advisory Services practice for Ernst & Young. Mr. Doll was responsible for all Business Advisory Services including performance optimization, operational transformation, organizational change management, pre and post merger integration, customer and supply chain optimization as well as transforming the office of the CFO including performance management, shared services, outsourcing, off shoring and management reporting. The team Mark led advised the largest and the most information-intensive companies in the world based in China and the Far East. Prior to becoming the Business Advisory Leader for the Far East at Ernst & Young, Mark was the Senior Vice President in-charge of Worldwide Enterprise Performance Management product line and Worldwide Consulting Services practices at Business Objects. In this role, he founded the unit and was responsible for transforming how global organizations optimized their resources through the use of leading edge software, services and industry expertise. His team offered CFO reengineering, problem solving through data visualization, metric management and financial reporting. Prior to Business Objects, Mr. Doll has had numerous consulting leadership assignments at Ernst & Young. During his tenure, he has held leadership positions in the Computer Security and Business Continuity practice, High Growth Consulting practice, ERP and Process Improvement practices as well has led Consumer Products, Manufacturing and Financial Services Industry teams. Mr. Doll led a team of well over 1,000 professionals focused on the development of cutting edge solutions to the most complicated and challenging business problems facing the fastest growing and largest companies today. Mr. Doll is a sought-after speaker on the topic of Performance Optimization at industry conferences worldwide. He has appeared before the House Energy and Commerce Subcommittee on Commerce, Trade, and Consumer Protection as an expert witness on the subject. He has appeared in numerous periodicals including Business Week, CEO and CFO Magazines, Information Week, Newsweek, and USA Today. Mr. Doll is the author of the bestselling book, “Defending the Digital Frontier: A Security Agenda.” CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

89. Our Team Trevor Walker Partner, Driver6, Inc. Trevor J. Walker is Partner in Driver6, Inc. and is responsible for defining, building and leading Driver6’s services and solutions. Mr. Walker has over 20 years of expertise in global performance management solutions for organizations of any size and has held various leadership roles at leading-edge technology companies including SAP, BusinessObjects, Cartesis, Mercator Software and Hyperion Solutions. Mr. Walker’s breadth of leadership and domain expertise in Performance Management provides Driver6 and its customers with the experience necessary to define performance priorities, measurements and make these actionable in technology for world-class, closed-looped performance management solutions.Previously, Trevor Walker was the Vice President of the Center of Excellence for Enterprise Performance Management (EPM) and Governance, Risk and Compliance (GRC) at SAP. Mr. Walker was responsible for leading a team of domain experts in EPM and GRC to advise customers on best practices, map this to technology investments and SAP solutions to drive both customer performance improvement initiatives and revenue growth. Prior to SAP, Mr. Walker was the Founder, President and Managing Partner of Perfiniti, a performance management consulting firm. In this role he built the firm and was responsible for helping global organizations like AT&T, J.D. Power & Associates, ArcelorMittal, and Comcast optimize their budgeting, planning, forecasting, consolidations and management reporting processes through the use of software and services expertise. Prior to Perfiniti, Mr. Walker was the Vice President of EPM Product Marketing at BusinessObjects. In this role he lead a team of EPM product experts responsible for defining the product strategy, communicating and helping customers realize its value, and serving as the key spokesperson for analyst and press.Mr. Walker is a recognized leader in Performance Management best practices and solutions and has appeared in numerous periodicals including the Financial Times.

90. Our Team 9/12/11 45 A.J. Verdecchia Director & CFO, Driver6, Inc. A.J. Verdecchia is Director & CFO of Driver6, Inc. Mr. Verdecchia has over 20 years of experience in accounting, finance, treasury, planning, information technology, human resources, risk management and corporate governance. He is also an Officer and Director of Configure, Inc, a leading IT and telecommunications consulting firm and a strategic partner with Driver6. Prior to joining Configure, he was Vice President, CFO and Treasurer of Union Drilling, Inc., a publicly-traded company in the energy industry. Previously, Mr. Verdecchia served as Director of Finance and Operations at Citrix Systems, Inc., a provider of access infrastructure solutions, where he assisted with the integration of several strategic acquisitions. Prior to Citrix, he served as a Controller at Coherent, Inc., a manufacturer of lasers and related photonics equipment, and Treasurer at Lumenis Inc. (formerly, Coherent Medical Division), a provider of medical/aesthetic lasers and light based technologies. Mr. Verdecchia holds a B.S. degree in Finance from the University of Maryland and an M.B.A. from Florida Atlantic University. He obtained his CPA certification from the State of Virginia. An accomplished finance executive with a broad industry background and skill set, Mr. Verdecchia been a strong contributor throughout his career and has distinguished himself by leading significant change, reducing operating costs, restructuring corporate debt, managing a public stock offering and consistently delivering positive returns for shareholders. With management perspectives gained from assignments in oil and gas, communications software, high tech medical equipment and retailing, Mr. Verdecchia has shown a facility for navigating through complicated operational, financial and regulatory issues to deliver timely solutions. His skills in analyzing and solving to complex business challenges are complemented by a simple ability to visualize, understand and communicate the core issues at hand. Mr. Verdecchia has made contributions in high-growth environments as well as firms challenged by a struggling economy and deteriorating market conditions. He has consistently reduced costs, improved financial reporting, increased cash flow and reached targeted goals despite the obstacles in his path. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

91. Selective Team Members 9/12/11 46 Brian D. Beechler,Manager – Sales & Practice Support, Driver6, Inc. Brian Beechler’s focus and commitment is to ensure Driver6 is a market leader in the EPM industry by establishing world class methodologies and best practices that translate into value for our customers. Mr. Beechler is also responsible for Driver6 staff development to ensuring all Driver6 consultants continue their subject matter experts and industry domain expertise. Mr. Beechler has over ten years in consulting and is much sought after for his worldwide expertise in financial budgeting/planning and consolidations. Brian is certified in both planning and consolidation applications within the SAP BusinessObjects Planning and Consolidation product. Mr. Beechler has successfully implemented EPM solutions for global clients such as Bacardi Limited, Bank Leumi, Biomet, Epson of America, Fisker Automotive and Lorillard Tobacco. Prior to consulting, Mr. Beechler spent over twenty years in various leadership roles and has been responsible for Financial Planning and Consolidations, Sarbanes-Oxley compliance, Business systems implementation, and IT/IS infrastructure. Brian has been a key senior management team member and has leveraged technologies to provide leading reporting and management for strategic business advantage. Mr. Beechler has held positions at many global companies and achieved his greatest success as a Division Controller with ABB, a global leader in power and automation technologies and served with them for over ten years. Brian has also achieved success in building accounting departments in several start-up companies. CONFIDENTIAL Discussion Draft © Copyright 2010 Driver6, Inc. All Rights Reserved

92. Selective Team Members Matthew J. Gualtieri, CPA, MBASenior Manager, Driver6, Inc. Matthew Gualtieri is a Senior Manager of EPM Solutions at Driver6 Corporation and is responsible for assessing, defining, building and developing EPM solutions for Driver6 clients. Mr. Gualtieri has over 20 years of finance and accounting expertise for medium and large publicly traded multi-national organizations. He has led the successful delivery of several large-scale implementations and has held leadership roles in accounting and finance throughout his career. In addition, to his leadership roles he has experience across a broad range of industries including technology companies, such as SAP, BusinessObjects, and Cartesis. He is able to leverage his professional experience to deliver vertical solutions that focus on aligning organizations’ vision, strategy and processes. Rod deVillersSenior Manager, Driver6, Inc. Rod deVillers is a Senior Manager at Driver6, Inc. with over 20 years of experience delivering best practice solutions based on industry standards and internal process evaluation. With hand-on development and strong business knowledge, Mr. deVillers translates business needs into technically sound and functional accurate development plans. Mr. deVillers has extensive experience designing, developing, project managing and implementing systems for Accounting, Financial Management and Customer Support organizations. He has strong background in SAP Business Intelligence (BI) Reporting, Integrated Planning (IP), SAP security management, Business Objects (BOBJ), Web Intelligence, Desktop Intelligence, Universe Builder, CMC, and BO security management. Prior to Driver6, Inc., Mr. deVillers worked at Global Crossing for 11 years as a Senior Manager within Financial Systems, Cost of Access and Business Planning & Controls. Previously, he spent 10 years in a variety of Manager and Analyst positions at AT&T.

93. Selective Team Members 9/12/11 CONFIDENTIAL © Copyright 2010 Driver 6, Inc. All Rights Reserved 48 S. Lance Harris Senior Account Executive, Driver6, Inc. Lance is a Senior Account Executive. Mr. Harris has over 10 years of experience at Business Objects and worked in a number of sales positions, including Pre-Sales, Channels, Mid-Market and Enterprise (Commercial and Federal Markets). While at Business Objects in a pre-sales role, Mr. Harris was responsible for generating opportunities relating to over $20 Million in license sales for a variety of clients, including U.S. Environmental Protection Agency, U.S. Security & Exchange Commission and The Carlyle Group. Mr. Harris was a Quota and Presidents Club attendee during the majority of his tenure at Business Objects. Prior to Business Objects, Mr. Harris held finance and operations positions at PaineWebber (now UBS) and Marriott International. Earlier, Mr. Harris founded and operated a successful Real Estate investing company. Mr. Harris holds a BBA in Finance from George Washington University. Matt Monroy Account Executive, Driver6, Inc. Matt Monroy is Account Executive at Driver6, Inc. and is responsible for developing and leading Driver6’s account success. Mr. Monroy has over 12 years of enterprise and marketing experience in global performance management solutions and has held several roles at leading-edge technology companies including SAP, BusinessObjects, Cartesis, and Hyperion Solutions. Previously, Matt Monroy managed sales development and growth of profitable new business for the Utilities and Retail verticals at SAP Americas. Mr. Monroy was responsible for implementing strategies for key account acquisition and retention and also identified revenue opportunities with new and existing customers for EPM and ERP solutions. MrMonroy’s client include Cargill, Hexion, SYCSO, and Pepsicowere he assisted in streamlining and automating their planning, financial consolidation and management reporting processes.

94. Selective Team Members David June Manager BI/EIM Solutions, Driver6, Inc. Mr. David June is responsible for developing and delivering business intelligence solutions. With over twenty five years of consulting experience, Mr. June is an acknowledged expert in business intelligence and the tools from Business Objects, Cognos, Informatica, Microsoft, and Brio. As a Principal Consultant with technology leaders such as SAP/Business Objects and Avanade, Mr. June has lead successful projects for clients in numerous industries including retail, energy, manufacturing, entertainment, financial services, and oil and gas. Previous clients include DuPont, Shell, BP, Eli Lilly, Live Nation, Vera Bradley, Etrade, and Levi Straus. Lauren Balsley Associate, Driver6, Inc. Lauren Balsley is an Associate at Driver6, Inc. and SAP Business Objects Specialist. Prior to joining Driver6, Ms. Balsley was a Payroll Administrator at Seal-Rite Door Company reporting directly to the Controller. Previously, Lauren worked in the Admissions Department at Muskingum College, her alma mater, and as a tax preparer at Liberty Tax Services. Mr. Balsley has a degree in Accounting, Business and Economics from Muskingum College and is currently preparing to obtain a her CPA.

95. Case Studies http://www.bpcbootcamp.com/homePage.cfm

96. © Copyright 2010 Driver 6, Inc. All Rights Reserved Automating Planning & Forecasting to Power Growth The Challenge Fisker Automotive is a rapidly growing and American premium plug-in hybrid electric vehicle manufacturer founded in 2007 with a mission to redefine the luxury automobile with an unwavering dedication to sustainability The Business Planning process is a complex and was completely managed in Excel The dynamic business environment, rapidly evolving requirements, complexity of building a modern global automotive company with leaderships needs for constant and accurate financial information required an initiative to automate their planning, forecasting and reporting Fisker Automotive needed a solution that could meet the demands of investors and management for timely and predictable results Solution Fisker’s management lead a strategic initiative to implement a scalable, automated Enterprise Performance Management (EPM) and planning system and selected SAP BusinessObjects Planning and Consolidation and Driver6 to lead this initiative Benefits / Impact Designed and built a scalable solution to plan and forecast volume, revenue & cost, overhead, fixed assets, R&D, cash, working capital and debt Provided the ability to produce accurate and timely P&L, Balance Sheet and Cash Flow Statements Implemented an end-to-end solution that enabled a greater level of granularity allowing senior management and investors to better analyze business results and make key strategic decisions Delivered both structure and flexibility to improve confidence in results and allow the business to dynamically evolve

97. Globalizing , Unifying & Accelerating Consolidation © Copyright 2010 Driver 6, Inc. All Rights Reserved The Challenge Misaligned statutory and management consolidations for segment reporting and limited alignment to executive view of the business Lengthy and manual monthly consolidation process Limited global system controls over the monthly submission of financial information at both local and corporate level Numerous translation issues associated with acquisitions through the segregation and application of historical rates for newly acquired entities versus legacy entities Solution Automate consolidation activities in a single global process Develop a unified global model of statutory and management consolidations for segment alignment, reporting and analysis Deliver an automated process to manage translation issues associated with acquisitions through the segregation and application of historical rates for newly acquired entities Enhance monthly reporting cycles by automating close processes to run consecutively during the monthly close process Improve controls around key business dimensions such as, entities and periods, as well as key business activities like mergers and acquisitions Benefits / Impact Accelerated, automated and created a more trusted global monthly consolidation process that: 1) Increased productivity by reducing review time and manual journal entries, 2) Increased transparency by improving visibility across geographic and functional areas of the organization in a more timely manor, 3) manage integration issues associated with acquisitions, divestitures and business re-organizations Optimized and aligned business reporting processes that the unifies legal entity and management financial information in a single solution that improves management decision making on a near real-time basis

98. © Copyright 2010 Driver 6, Inc. All Rights Reserved Regulatory Reporting with BusinessObjects Webi The Challenge Astra Zeneca must disclose financial consideration given to physicians and other health care providers for services associated with marketing its’ pharmaceutical products The reporting requirements are driven from both federal and state governmentsand is demanding in both details and breadth of information needed for all regulatory agencies The data warehouse solution was developed but needed internal and executive reporting to give senior management the ability to view the regulatory reporting data summarized along several dimensions (product, provider, market, etc.) Solution Validated the data quality and model to ensure they met management’s requirements for reporting & analysis and developed six executive reports and dashboards Development and documentation standards were established to ensure consistency and facilitate future maintenance and enhancements Mentoring approach was utilized to report development to ensure Astra Zeneca personnel have the skills to maintain and enhance the solution Benefits / Impact In addition to meeting regulatory reporting needs, executive leadership and management now have timely, accurate analysis of expenses to health care providers The ability to analyze information multi-dimensionally, including provider, product, location and function

99. © Copyright 2010 Driver 6, Inc. All Rights Reserved The Challenge Standard SAP ECC provides little ‘out of the box’ reporting and existing reports rely on ABAP programs to extract SAP ECC data into flat files. Files are then converted to Excel spreadsheets which are manually converted into reports. The process is time consuming, error prone, and inflexible. HMI has grown rapidly through acquisition and has recently completed consolidation of all divisions onto SAP ECC from basic business processing, but reporting still differs in content, format, and preparation among individual divisions HMI did not currently have an experienced BI staff and needed a solution quickly. Solution SAP/BO Edge Bundle to provide BI infrastructure. SAP Sales Rapid Mart to jump start reporting capabilities. Mentoring approach to implementation to ensure HMI personnel have the skills to maintain and enhance the solution. Benefits / Impact BI infrastructure installed, configured, 2 years of data loaded and validated, core sales reports ready for implementation in 6 weeks. Ability to do “Slice and Dice” analysis across sales territories, geographies, and regions. HMI personnel have been able to effectively maintain the solution, have completed several new reports and are currently working to add additional data content. Sales Rapid Mart Implementation

100. Contact Us Driver6, Inc. 1800 Hamilton Avenue, Suite 230 San Jose, CA 95125 info@driver6.com www.driver6.com Mark Doll, Managing Partner Office: +1.408.979.2272 Mobile: +1.408.888.0471 mark.doll@driver6.com A.J. Verdecchia, Director & CFO Office: +1.408.979.2283 Mobile: +1.682.667.2515 aj.verdecchia@driver6.com Trevor Walker, Partner, Solutions Mobile: +1.301.841-6091 trevor.walker@driver6.com

101. Driving a 6 Sigma Understanding of your Business