Bob Keating Email & Phone Number

Racine, Wi

• Oversee strategy and execution of accounting operations and financial reporting for the $20B (portfolio) global captive finance division proving financing to wholesale and retail customers for the agriculture, construction and commercial vehicle segments • Planned and led the financial reporting integration for the financial services divisions of CHN Global and IVECO, an Italian sister company, optimizing all accounting processes, leadership and oversight o Seamlessly assumed an incremental $5B portfolio as a result of the integration • Lead a global team of more than 70 with dotted-line oversight of more than 100 regional finance staff – foster a culture of accountability and results with a strong track record of developing and advancing high-potential and emerging leaders • Advise key internal stakeholders, including the CEO and CFO of CNHI Capital, the President of North America and the Chief Credit Officer, on business strategy, funding projects and technical considerations • Seamlessly migrated IVECO legal entities into HFM and drove the streamlining of all monthly close and reporting processes reducing close delays by two days • Partnering with the Business Development team to evaluate and structure potential vendor programs/alliances in India and China to expand presence within the APAC region• Drove the Sarbanes-Oxley (SOX) implementation for IVECO Capital • Established and serve as Chairman of a formal Global Reserve Setting Committee meeting quarterly with the CNHI Capital CFO and Chief Credit Officer to confirm reserves recommended by regional committees • Core member of the Global Credit Committee commissioned to review and approve credit applications of over $50MM • Initiated and co-led a pilot implementation of Blackline reconciliation software across the global Financial Services team significantly improving efficiency and consistency – influenced the roll out across entire global organization

Racine, Wi

• Rebuilt an underperforming accounting and financial team of the $15B financing division for the agriculture and construction segments strengthening internal controls and establishing technical accounting oversight with both IFRS and U.S. GAAP expertise • Built and developed a high performing, quality focused team of 50 facilitating several key leadership promotions between corporate, shared services and financial services • Led a major restructuring of financial reporting creating standalone audited financial statements for the North American Financial Services division enabling the issuance of $1.3B in unsecured loans in the public debt marketo Achievement was a critical step towards achieving an investment grade rating, a top strategic priority for the company – unsecured loans have steadily grown to more than $3B over five years o Established external reporting process for registration of debt and subsequent 10-Q/10-K reporting • Created and led the implementation of SOX certification requirements and processes enabling management to issue an assertion report in the 10-K filing• Partnered with global business leaders, treasury, legal and vendors analyzing, evaluating and structuring complex funding transactions of up to $300M to achieve management objectives within a challenging credit and economic environment • Initiated and drove the adoption of FAS 166 and 167 implementing tools and processes to assess funding transactions, both prospectively and at adoption – assembled and led an internal and external project team • Seamlessly assumed oversight from Treasury of Asset-Based Securitization Servicer Reports consistently delivering accurate monthly reports to investors

Burr Ridge, Il

• Oversaw budgeting, forecasting, analysis and reporting for the agriculture, construction equipment and financial services sectors representing over $20B in annual revenues – led a global team of 40 • Drove alignment and influenced across a global team of seven business controllers in the U.S., Europe, Australia and South America • Built and implemented simplified budgeting and forecasting costing methodologies for sales, R&D and support functions driving discipline and addressing ongoing frustration with previous planning processes – created and managed the planning calendar• Implemented a standardized reporting package and variance reporting processes • Prepared quarterly Board presentations, internal ad-hoc financial reporting and support binders for analyst calls for the Global CEO and CFO

Lake Forest, Il

• Oversaw all financial reporting and accounting for $13B global manufacturer of agricultural and construction equipment leading a team of 15• Heavily influenced and managed several projects required for the conversion of CNH’s consolidation system from Hyperion Enterprise to Hyperion Financial Manager – maintained consistency and integrity of CNH data throughout conversion• Led reporting restructuring from a two-business model to a four-brand model collaborating with key business leaders to determine reporting requirements and establish a new structure without compromising consistency across brands• Successfully led the conversion from Italian GAAP to IFRS applying 39 new or modified standards resulting in more than $6B in adjustments – trained all 100 legal entities on changes and monitored ongoing compliance • Planned and managed the implementation of SOX for the accounting, consolidations and reporting group establishing documented narratives and risk control matrices for eight major processes• Established the location, scope and coordination of all external audit activities

Chicago, Illinois

• Led planning, administration and management of financial and operational audits overseeing teams of up to 10 and coordinating with over 40 international E&Y offices for manufacturing and consumer product clients with revenues up to $6B• Recruited based on breadth of manufacturing expertise to lead a first-time Sarbanes Oxley engagement with a $15B automotive company defining scope, documenting key controls and developing narratives and risk control matrices • Selected for a high profile assignment with the Manufacturing Industry Services group to develop manufacturing specific content for dissemination to U.S. professionals within the audit, consulting and tax practiceso Co-developed and managed the Manufacturing Industry Services business plan for 1997 and 1998o Developed a three-day manufacturing program with Northwestern University’s Kellogg Graduate School of Management for E&Y professionals • Project manager for the design of a cost management system for a global manufacturer of construction equipment • Member of the steering committee for a quasi-governmental audit client implementing activity based costing system• Mentored audit professionals and consistently received positive ratings from multi-source feedback