CDK is a mission-critical software platform for automotive commerce with a bright future, and I am excited about our path forward and accelerated growth.

CDK Global is a $9 billion market cap global ERP Software provider to auto dealers and OEM’s. It was spun off from ADP in October 2014 with a legacy divisional management team. At the time I became CEO, CDK had three 13D activist investors (Sachem Head, Fir Tree, Elliott Management) driving their respective agendas. As CEO and president, I was hired to lead CDK through a transformation plan focused on raising EBITDA margins from 22% to 35% in three years. My significant accomplishments there included: • Built new management team with scale players • Increased margins to 37.7%, exceeding 35% target• Avoided proxy fight with activist investors• Top-to-bottom organizational restructuring• Earnings consensus met or exceeded every quarter• Customer service levels improved significantly (>90%)• Employee engagement increased• New products designed and successfully introduced• Brand profile raised and company reputation improved

(Also served concurrently as Interim CEO of Hertz Sept – Nov 2014)Hertz Equipment Rental Corporation (HERC) is a $1.6 billion global industrial equipment rental business. I was hired to prepare and lead its spinoff from Hertz and co-currently served as Interim CEO of Hertz Corp. after 97 days with the company.I led HERC (as CEO) and Hertz Corp. (as Interim CEO) with very clear communication, focused goals and direction, and a high level of internal and field visibility. Additionally, overall organizational buy-in increased while stability and focus were created during a time of great uncertainty for employees. Among my proudest accomplishments were a rise in Hertz and HERC employee survey scores, despite negative company news and management uncertainty.In these positions, I was able to: • Change the sales trajectory to one of growth by focusing on sales tactics, execution, compensation and talent assessment• Grow total revenue from new customers by 100% in eight months (from 8% of total revenue to 16%) • Reduce Fleet Unavailable for Rent (FUR) to historically low levels by focusing on process and rigor • Launch a strategic review of international operations that ultimately led to the sale of France and Spain business units improving returns and growth rate of overall business • Shift culture quickly to be more customer- and field-centric and less HQ-centric • Launch and finance the largest fleet refresh (350K autos/$7+ billion) in Hertz’s history• Launch a $150 million cost reduction program for Hertz rental car operation

Sunoco, Inc. was a publicly traded diversified energy company with $35 billion revenue. It was acquired by Energy Transfer Partners in October 2012. Upon the merger, I was named CEO for Energy Transfer Partners Holding Company where I was responsible for the legacy Sunoco retail business of 4,900 sites and $20 billion in revenue. I also counseled ETP Founder/CEO Kelcy Warren on strategy and merger transition. As chairman, CEO and president of Sunoco, Inc., I restructured and transformed a 125-year-old company with entrenched culture via divestitures, plant closures, cost cutting, balance sheet restructuring, IPO/spinoff and re-emphasis on growth of key businesses. I am also proud to have: • Turned around company’s public and political image related to exiting the refining business via extensive community, political, union, and employee outreach• Drove innovative strategy to save the East Coast’s largest refinery and 1,000-plus jobs by partnering with Carlyle Group and multiple government and union stakeholders and BOD• Negotiated sale of Sunoco to Energy Transfer Partners (ETP) for attractive premium • Increased shareholder return of over 270% in a less than three-year period• Ensured employees understood every “why, what and how” of the changes needed through significant commitment to improved communication

• Made necessary changes in first 90 days to significantly improve company balance sheet and future viability• Managed through multiple credit downgrades and bolstered liquidity within first six months • Executed major procurement effort to reduce costs by more than $300 million• Reduced 2010 cash expenses by 12% over the previous year• Reorganized CFO responsibilities, flattening the organization and bringing in top talent for key roles• Achieved high-level credibility with the Board and investment community, ultimately leading to being appointed CEO• Influenced organization to have critical conversations, manage performance of individuals and teams and focus on solutions through constant attention to communication, dialogue, and coaching• Effectively operated as COO of company during time of industry stress and organizational turmoil

• Led start-up of Dell’s largest division (following a critical reorganization) serving corporate customers • Drove P&L discipline and restructuring of a $25 billion revenue business during financial crisis

• Developed de novo M&A and integration capability to execute 11 acquisitions and divestitures in two years• Drove strategic management of Dell Financial Services (DFS), a finance captive generating over $6 billion in assets/year. Through hiring of a strong industry team and prudent management, DFS had no one-time write-offs during the financial crisis despite having largely a subprime credit portfolio• Routinely advised the CEO and BOD and was designated as one of the top 20 key employees

• Drove significant operational restructuring of publicly traded company (49% owned by GM) with longstanding poor performance• Recapitalized company working with GM and Japanese banks resulting in a 12% GM equity stake. All efforts led to Isuzu becoming a viable, profitable standalone company• Drove the sale of 80% of the company’s captive finance company to a strategic buyer. This was the first ever sale of an Automotive Captive that led to other industry players doing similar transactions• Learned and operated successfully in Japanese culture, retaining strong, mutual respect and rapport with Isuzu management