John E. Brisson, Jr. Email and Phone Number

Supported 200% increase in revenue through organic growth and acquisitions for privately-held, multi-state, multi-brand cannabis producer and retailer (stores known as Verilife and LivWell). • Developed and implemented first-ever budgeting process, monthly performance reviews and weekly cash flow forecasting. • Introduced financial discipline to deploying cash investments in store inventory and capital.

Led treasury, financial planning and analysis, decision support and risk management for publicly-traded $2 billion diversified logistics company. • Restructured balance sheet using proceeds from five divestitures generating $300 million in cash to pay down over $200 million in bank debt and fund negative operating cash flow. Refinanced into $50 million asset-based revolving credit line.• De-listed from NYSE to generate $7 million in annual cash savings while splitting company into two separate operating entities owned by private equity firm Elliott Management. Financed positive cash flow entity with $75 million bank loan. • Favorably resolved $4.4 million cyber insurance claim.

Responsible for financial planning and analysis, decision support, corporate finance, treasury and risk management. Report to Chief Financial Officer. Adtalem is a $1.3 billion global operator of private post-secondary education institutions and professional training organizations. Publicly-traded on the NYSE.• Key member of leadership team that restructured operations and refinanced the company, selling off and shutting-down under performing assets and resolving regulatory disputes leading to improved profitability and a more than tripling of the stock price within three years.• Twice refinanced credit facility including $600M refinancing combining $300M syndicated Term Loan B and $300M revolver. Achieved company’s first-ever corporate debt rating with Moody’s and S&P (BB+). Managed bank groups of 7-10 banks.• Directed development of metric-driven five-year financial plans for business units and corporate entity. Implemented new global planning system, increased the frequency of forecasting and significantly heightened the management focus on key operating metrics driving financials. • Managed $450M in accretive share repurchases (20% of shares outstanding) increasing the company’s return on invested capital.• Managed and successfully resolved major property and business interruption insurance claims in connection with operations damaged and disrupted by two major hurricanes. Collected $110M in insurance proceeds which fully funded continuation of operations, including temporary relocation of two business units, and rebuild.

Consultant to the leadership of a $50 million in sales, venture capital backed e-commerce company. Conducted financial and operations due diligence on bolt-on acquisition candidates. Developed metric-driven financial planning model to support effort to raise new funds. Assessed product category and pricing performance.

Responsible for treasury, financial planning, reporting and analysis, strategic planning, SEC reporting, credit and collections and accounts receivable. Reported to CFO and met with audit and finance committee of Board of Directors quarterly. In addition, from January 2010 forward responsible for all franchise development activities including franchise opportunity marketing, new franchise sales, re-sales of existing franchises and refranchising of company-operated shops. Managed finance staff of 12 and franchise development staff of 6. Midas is a franchisor and operator of over 2,400 auto service shops throughout 14 countries. Company was publicly-traded through April 2012 when it was sold.• Supported management and Board of Directors in assessment of strategic alternatives. The process led to the sale of the company in April 2012 to TBC Corporation.• Negotiated and structured $125 million syndicated credit facility. Completed multiple amendments to credit agreements in order to reduce interest costs and modify financial covenants to increase flexibility. • Reduced net accounts receivable from $34 million to $22 million and reduced the dollar value of past due franchisee receivables by more than two-thirds. • Implemented new collections reporting and procedures, developed collections tracking software system and initiated conversion of franchisees to ACH payment. • Managed the financial and operations work-outs of over 100 troubled franchisees. • Evaluated and managed the due diligence process for multiple acquisitions. • Achieved highest level of franchise fee income since mid-1990s with 61 new franchises awarded in a 12 month period compared to 36 awarded in the 12 months prior to assuming leadership of department. • Orchestrated the sale and refranchising of more than 60 company-operated shops. Converted marginally profitable owned shops into royalty and rental income with minimal capital investment. Generated total proceeds of $9.2 million.

Responsible for financial planning, merchandise planning and inventory management for two merchandise divisions with combined sales of $700 million and inventory of $100 million, spanning 250 stores. Specific responsibilities included: budgeting and forecasting of sales, margin and inventory; management of inventory replenishment and open-to-buy; maintaining in-stock rate on advertised items; control of $24 million in vendor co-op receivables; and budgeting and control of $65 million in automotive service expenses. Managed staff of 13, including five direct reports.