• Created first sourcing FX exposure, P&L budget, forecast, and Year-on-Year impact for sourcing FX adjustment, working closely with corporate accounting • Created new Value-at-Risk method to measure corporate FX risk and led business implementation• Developed strategies for adoption of Dodd-Frank and EMIR financial market regulations and coordinated implementation with Nike’s Legal department and bank counterparties• Recommended hedge strategies for Nike’s major sales- and sourcing-related exposures• Lead team of two traders

• Lead community of 18 financial risk management professionals managing foreign exchange risk, interest rate risk, insurance, and process control risk, creating opportunities for professional development• Led collaborative development of vision for new Financial Risk Center of Excellence organization• Created Vision for and led implementation of a new FX exposure forecasting method to forecast sourcing exposures based off of Nike supply chain purchase order and planning information; the first time this information has been leveraged by the Nike Finance organization• Leading implementation of Value-at-Risk at Nike for FX portfolio management• Participated in formulation of seasonal FX strategy for EUR and JPY exposures with FRM team

• Developed foreign exchange business case for Trading Company to sustainably cut Nike’s annual foreign exchange volatility in half and save up to $33 M p.A. in hedge costs by employing natural hedges and portfolio risk management techniques• Introduced Trading Company to key corporate stakeholders in large presentations and to external business partners in international road shows• Negotiated agreement between Nike’s regional CFO’s and the global product engines (Footwear, Apparel, Equipment) to change timelines for internal rate setting and allow for the transfer of FX risk from sourcing within a season to Nike’s Treasury• Led three-week cross-functional process workshop allowing treasury functional experts to collaboratively interface with external business partners; collaborative and productive atmosphere was called out as exemplary by Nike’s lean process organization• Developed new treasury processes for Nike under the Trading Company Program culminating in a 77 page document describing Treasury’s future state; Collaborative and productive atmosphere of workshop was held out as exemplary by Nike’s lean process organization for future workshop design• Developed concept (jointly with cross-functional trading company team) to compensate Nike’s factories for changes in FX rates after pricing by paying in a single currency (usually USD) off an FX index

• Managed exposures and proposed operational and tactical FX Risk Management strategies for approximately USD 2.8 Billion of exchange rate exposure from Nike Sales in Europe• Improved accuracy of P&L forecasting of FX impacts through design and implementation of a new method of forecasting and accounting after convincing international accounting department to adopt new method; FY06, for instance, came in $1.5 M above budget vs. $24 M variance in prior year• Proposed tactical hedge strategies for EUR and GPB together with Financial Risk Management team that improved European results by $60 M for FY06 and FY07 compared to average execution• Proposed strategy to extend hedge horizon of Turkish Lira for first time ever to cover Nike against TRY collapse in summer of 2006, saving Nike $2.5 M in FX losses over three month period• Developed effective presentation of FX issues (Net Hedging, Long-term risk to financial plan) to shape how EMEA stakeholders (CFO, Business Units, Strategic Planning, Business Planning) think about FX issues• Built support for Turkish-Lira sourcing through road-show type presentation of business case to Apparel sourcing team, Apparel Finance, CEMEA strategic planning and finance functions, EMEA CFO, Nike Turkey, and Turkey NLO• Coordinated Apparel sourcing, pricing, and IT functions, along with benchmarking against footwear experience, to work-through potential difficulties of changing vendor currency from EUR to TRY• Worked with Demand Planning and BU finance functions to improve Purchasing Forecasts

• Managed exposures and proposed operational and tactical FX Risk Management strategies for approximately USD 3 Billion of exchange rate exposure from Nike Sales in Asia and the Americas• Led technical conversion of Nike’s FX settlements to CLS, working with technical and IT experts from FXpress, Nike’s FX Management software, and HSBC, Nike’s CLS Gateway Bank, to ensure a technically flawless conversion• Proposed that Nike’s new sales entity in Russia operate on ‘currency units’ (USD), eventually saving Nike $26 M in foregone currency losses during the rapid ruble depreciation in Nike’s 2009 fiscal year• Created first consolidated summary of Nike’s FX Sales exposures enabling more holistic risk management• Pioneered P&L Impact forecasting for primary Nike sales companies in Asia and the Americas• Proposed and implemented market-based method of assessing performance of Nike’s tactical hedge program

• Managed over EUR 10 Billion of exchange rate exposure of the Mercedes-Benz business unit• Proposed hedging strategies and reported resulting exchange rate effects on Operating Profit• Pioneered the introduction of new calculations and data sources to improve planning accuracy of currency reporting• Acted as currency management competency center for Mercedes-Benz passenger cars, commercial vehicles, and Smart divisions• Targeted and tracked revenue, costs, and profit of Mercedes-Benz Sales Companies (Mercedes-Benz USA, Mercedes-Benz Canada) • Presented upper management with proposals to optimize profits through adjustments in product pricing, sales volume, or costs• Spearheaded new methods of evaluating costs, subsequently implemented in all MB sales companies

Investor Relations - Stuttgart, Germany: • Represented DaimlerChrysler with institutional investors both at one-on-one meetings at head office and on road shows in Italy, Spain, and Sweden. Mercedes-Benz Finance Pty Ltd., Melbourne Australia: • Developed excel-based financial reporting system for producing management and accounting reports. System tested and successfully implemented before project completion. debis Air Finance BV, Amsterdam, Netherlands: • Led debis AirFinance through the rating process from selection of a rating agency, strategy formulation, initial meeting with Standard & Poor’s in New York, and preparation of 85-Page Information Packet – Proposed strategy led to the achievement of an A- private letter rating. Information Packet served as a basis for the information memorandum for private placement. Corporate Financial Strategy and Planning, Stuttgart, Germany: • Developed first corporate liquidity model for the merged DaimlerChrysler, presenting results to management. Model based on Standard & Poor's cash flow and leverage ratios

DFI provides multilateral development bank and export finance consulting services to global Fortune 500 clients• Assessed, targeted, and tracked $10 billion in project procurement opportunities worldwide and tailored intelligence reports to suit client strengths and market strategies• Interviewed World Bank and regional MDB project managers to better position clients• Composed time-sensitive survey of global investment in the petroleum, petrochemical, and pharmaceutical industries in order to win a new client• Co-authored report on Energy Privatization and Investment in Turkey

• Assessed, targeted, and tracked $10 billion in project procurement opportunities worldwide and tailored intelligence reports to suit client strengths and market strategies• Interviewed World Bank and regional MDB project managers to better position clients• Composed time-sensitive survey of global investment in the petroleum, petrochemical, and pharmaceutical industries in order to win a new client• Co-authored report on Energy Privatization and Investment in Turkey

• Performed research, edited and proofread economic policy statements outlining official Africa II positions on IMF lending to member states

• Interviewed, hired and supervised office personnel• Improved information collection and financial and sales reporting to head office• Created new office procedure and job descriptions for self-written office manual• Compiled periodic budgets and financial statements for all radio operations