Joseph Nellis Email & Phone Number

New York City, Ny

Kimberlite serves as an independent strategic financial advisor in the financial services industry and has a registered broker-dealer, Kimberlite Advisors, LLC. Kimberlite’s management team includes Michael Coster, and Rob Lester. Kimberlite works with a selective group of clients to provide senior-level advice and services to the management and boards of public companies, privately held companies, private equity firms, and institutional investors, with a special emphasis on real estate engagements and the needs of financial institutions.

Norwalk, Ct And New York City, Ny

Post the financial crisis of 2008, GE began restructuring its operations and investment in GE Capital. During this period, I served as Corporate Development officer on both the Commercial Real Estate (“CRE”) and Corporate Restructuring Operations (“RO”) management teams, reporting to multiple GE Officers and the GE Risk Committee . Managing Director, Corporate Development, Commercial Real Estate (Jan 2013-Dec 2016)GE’s Commercial Real Estate unit peaked with assets owned and under management of $90b in 2008, becoming one of the largest privately owned real estate businesses globally. During this period, I led multiple global divestiture teams across both debt and equity platforms. Primary goals were to maximize return and eventually, completely exit the sector.Key Results: • Sold Franchise Finance unit across a series of seven transactions $5b• Sold CRE US and Europe assets to Blackstone Group and Wells Fargo $23b• Sold Canadian, Australian, Swedish and US Industrial Platforms $5b• Acquired UK based debt platform of Deutche Bank’s Postbank $2bManaging Director, Corporate Development, GE Capital Restructuring Operations (Jan 2009-Dec 2012)The Restructuring Operations unit was established as GE Capital’s non-core holding company with over $100b of portfolio investments across 15 wholly owned commercial and consumer finance companies. Primary goals were to orderly rationalize and sell all units. Key Results:• Sale of LATAM Consumer Finance $4b (Argentina, Brazil and Mexico) • Sale of multiple global equipment leasing units $7b (Seaco, TIP-Europe, TIP-Mexico) • Sale of Marine and Vehicle Finance $3b (North America)• Sale of Commercial Equipment Finance $2b (Mexico)

London, England

GE Capital’s long run of growth through acquisition included multiple acquisitions in Europe. In late 2003, I began the role of Commercial Leader for Equipment Lending and Leasing for Western Europe, based in London. Primary responsibilities included integrating multiple front-end sales and the risk and operational teams in key markets from Stockholm to Milan, while maintaining annual new volume production of $1b. Key Results:• Expanded and standardized core product suite.• Established investment criteria including risk guidelines and portfolio management metrics.• Rationalized addressable market, set production targets and developed related compensation schemes.• Recruited, developed and assessed core competencies of sales, risk and operational personnel across eight key markets (~100 full-time professionals).

Stamford, Ct, Los Angeles, Ca And New York, Ny

GE began aggressive expansion into Financial Services in the mid to late 1980’s. By 1990, significant acquisition and growth goals were established and the company began hiring development, tax, accounting and legal professionals to pursue relevant transactions across both the consumer and commercial finance spectrums. From August of 1990 through December of 2003, I held various positions in Finance and Commercial leadership for GE Capital Corporate and GE Capital Commercial Equipment Finance (“CEF”).Managing Director of Corporate Development, Commercial Equipment Finance (Jan 2000-Dec 2003)GE’s Commercial Equipment Finance unit was a global provider of debt and lease financing to middle-market companies with operations in North America, Europe and Asia. Development work was solely focused on new product development and acquisitions. Key transactions included the acquisition of Mellon Finance, Comdisco Leasing (out of bankruptcy), Westpac-AGC, Heller Finance and SafeCo Finance (each over $1 billion in acquisition value). Director, West Region, Commercial Equipment Finance (Jan 1997-Dec 1999)Led a team of 30 professionals towards specific organic growth and client development targets, serving the western United States (primarily California).Successfully built a portfolio of $2b of performing mid-market loans and leases across multiple industries (manufacturing transportation, technology, agriculture and corporate aircraft). Controller and Manager of Pricing, GE Capital Finance (Aug 1990 – Dec 1996)Held various positions in Finance both at GE Capital Corporate (controllership, technical accounting and acquisition due diligence) and GE Capital Commercial Equipment Finance (controller and manager of pricing). Notable results include diligence on Harrods Retail Finance, Kidder Peabody restructuring and divestiture, and the structuring and acquisitions of Penske Truck Leasing.

New York City, Ny

Performed duties commensurate with role for regulated and non-regulated broker dealer financial reporting requirements.

New York City, Ny

Began career as a Financial Auditor in Arthur Andersen’s Financial Services division. After completing study and experience requirements, passed the CPA exam and became a Certified Public Accountant in 1988. Key clients include Solomon Brothers, ES Hutton and West Deutsche Landesbank.