I work with entrepreneurs in all stages of the private company life cycle: build-out, value growth, business value transfer, and owner life and legacy. Using the FocalPoint executive coaching approach and Business Foundations framework, I work with entrepreneurs to "navigate the waters" through the stages of transition - understand the risks to the business, steps needed to remediate those risks, grow the business and enhance its value, when appropriate to analyze options for the company and the entrepreneur, and finally to work with the entrepreneur in managing next steps in conjunction with their other expert advisors.

Entrepreneurs have the skills, tools and the courage to build their business and their lives and they are inspired to create the same opportunities and environment for other like-minded people. Using the proven strategies and tactics of FocalPoint and Brian Tracy, I work with these entrepreneurs to achieve the results they want….faster than they ever thought possible. The proven framework will enhance the entrepreneurs' abilities to find more time, build better teams, make more money and increase the business' value, and develop successful transition strategies.

Reported directly to the Audit Committee of the Board of Directors and the chairman of the Board of this Singapore Stock Exchange-listed global commodity merchant/trading company, with principal responsibilities to provide independent, objective assurance and advisory services designed to add value and improve Noble’s operations. • Enhanced planning process to identify the highest priority affecting strategic, operational, financial and regulatory risks to Noble• Developed and implemented new audit program in accordance with the International Professional Practices Framwork (IPPF) of the Institute of Interal Auditors. The program included risk-based audit planning, execution and remediation follow-through, continous monitoring and quality review of audits and their findings • Focused on audits for the front, middle and back office to assess the effectiveness of controls over entire trading life cycle• Developed risk assessment matrices for various product lines and functions: refined products, natural gas, coal, electricity, derivatives, metals, finance, risk management, and IT systems• Rebuilt team, including four new hires, to cover major product/geographical sectors of the company.Departed due to reorganization across the company, with position moved to Hong Kong and my decision to remain in the United States.

Part of the Senior Leadership Team in (i) driving transformation of the Audit group to meet professional as well as regulatory expectations, (ii) developing relationships with the sector CEOs and senior leadership teams, (iii) establishing experienced audit teams in multiple geographies conducting risk-based audits and (iv) providing insights and opinions to the GE Company management, GE Capital CEO and senior leadership team, as well and the Audit Committee of the GE Company Board of Directors.• Established the audit function focusing on three of GE Capital’s primary wholesale business units: energy (Energy Finance Services – EFS), commercial aviation (GE Commercial Aviation Services -GECAS), and insurance businesses, which did not previously exist • Implemented new risk-based audit program to meet requirements of the regulators and GE Capital management. The new program was consistent with the IPPF and included risk-based approached to audit planning, execution and follow-through to determine that the clients completed agreed-to remediation. The new program also included transition to a web-based audit system• Worked with the Federal Reserve regulators and clients in validating GE Capital’s remediation to their findings • Developed continuous monitoring programs across the business units to allow for effective and ongoing monitoring of their risk environments• Built three new teams, including eight new hires, in specific regions to cover assigned sectors. Established plans and goals with each team member to ensure continued professional development

Led efforts with banking, financial services and commodity clients to improve their management of risk and capital through the design, development and implementation of enterprise-wide risk management frameworks consistent with COSO and ISO 31000, credit risk management as well as capital management including CCAR/DFAST, model development and regulatory submissions. Clients included US and foreign banks, insurance companies, private equity funds, as well as major oil and energy companies, based in the US, Canada, the United Kingdom, Europe, Middle East, Australia and China. • Led and developed enterprise risk management and credit risk management product offerings focused on energy and other industrial companies, resulting in over $2.0 million in annual sales over a three-year period• Led engagements to design, develop and implement an enterprise-wide approach to risk management across the company• Led engagements with financial institutions and other companies to assess, develop and implement credit risk management improvements Spearheaded and led efforts to develop the stress testing, and capital planning market and other offering for mid-sized banks through the development of engagement methodologies, go-to-market plans and eminence building efforts, resulting in $1.2 million of sales• Led banking engagements to develop capital plans to meet bank regulators’ expectations, enhancing the clients’ capital adequacy while allowing for continued growth

Sector head and senior portfolio manager for Oil & Gas within Credit Portfolio Management - Integrated Energy covering 17 parent client relationships, including two of the largest within the Bank. Clients included integrated oil companies, integrated utilities, and energy merchants, as well as upstream, midstream and downstream oil and gas companies. • Managed the credit product exposure for North American-based clients on a domestic and global basis, with $6.7 billion portfolio of exposure under management • Worked across product lines to identify and meet client requirements for credit products, with the focus on improving the Bank’s return on capital through increased “share of mind” and “share of wallet”• Was successful in reducing allocated capital to several clients through improved monitoring of risk and analysis of clients’ financial and operational situations, resulting in increased return on capital for the Bank• Spearheaded efforts to improve the overall quality of the underwriting/due diligence for oil and gas clients, resulting in the Integrated Energy team being considered the best within the global CPM group • During this period, successfully dealt with many credit issues, including the near-collapse of the energy merchants in 2001-2002 and the bankruptcy of a major client’s subsidiary in 2003-2004

26 years total service time. Active Duty - 1981-1990: USS Joseph Hewes (1981-1985); Commander-in-Chief, Iberian Atlantic Area (NATO) - Portugal (1985-1987); USS Aubrey Fitch (1987-1990). Reserve Duty - 1990-2007: Naval Coastal Warfare (1990, 1994-2003), Special Boat Unit 22 (1990-1994). US Army War College (2003-2005).