Collaborating with client to help implement “Best Practices” for Asset/Portfolio Management. Proving reports to help monitor assets by risk attributes and impact to accounting/tax regulations. Determining options to quantify risk in pricing and portfolio reviews – to help drive specificity for proper FAS 13/144 audit reports. Analysis to identify attributes that are indicators of Stranded Assets and/or Disruptive Technology impact

(Spouse had major medical issue and could not travel. Took local position and started APAS. Sometimes favorable to be FTE with company)Established APAS in 2009. Provide consulting for Leasing & Finance companies on Asset Management, Asset/Portfolio Risk, Pricing, Project/Product Management, business processes and software implementations and enhancements. (APAS is typically an independent company or is employed by main contractor of Lessor/Finance company)In addition to my current role, I provide services for leasing and finance companies on asset management, portfolio risk, pricing, project/product management, business processes, and software implementations and enhancements. I have led and managed teams on major conversions, developed and supported applications that meet multiple regulatory and operational requirements, and created an Asset Risk Model that generated significant revenue recovery and reduced residual loss for my clients. My mission is to help leasing and finance companies improve their performance, efficiency, and profitability through my expertise and innovation.

Would have joined project earlier but was delayed as two contractors submitted my CV concurrently for this position.Recruited by former Infolease associateWork with Asset Management/Accounting/Finance on Operating Lease Buyout alignment and producing artifacts for governance of new policy. Worked on exempt assets based on Horse Power (HP) to align with tax code. Worked with pricing/front end to validate manufacturer/dealer subsidies. Looked at options to establish auto renewals at lease expiration based on contract covenants. Validated proper tax calculations for contracts/assets via Vertex. Displayed pertinent asset attributes and pricing structure to help determine renewal model for Lessee's.

Recruited by former associate to join team - in order to have application live before February 2022Leveraged my asset/portfolio experience to align best practices in new application. Originally was SME to manage asset alignment for DELL. Work with Asset Management on renewals, upgrades, asset SKU and compliance with lease contract. Review and update the current state/future state business requirements and develop artifacts to show operational difference between InfoLease /Odessa. Lead Best Practices for Portfolio Management and inventory reconciliation.

Mother lived out of State and was having health issues. Took position as it was two day assignments and provided flexibility. Similar situation to my wife's medical issue - when I founded APAS.Company required classes and to pass related tests (April) before acceptance to become FTE. Onboarded in MayEvaluated the business side of clients/prospects of Global Resources. Gathered and documented each client’s business processes; compared industry metrics; performed analysis and asset valuation; developed recommendations; and determined estimated consulting hours required to implement applicable services. Determined the projected outcome in savings, growth and/or exit strategy to sell the company. Reviewed, documented, and analyzed the financial statements, tax returns, pricing/products/services, operations, and legal structure of various companies.

Recruited by Head of Asset Management to join companyRecruited by a Senior Vice President of SunTrust Asset Management to come on-board to evaluate and validate a new Ivory Asset Management System and alignment with multiple applications within budget. Also served as SME for accounting residual risk reviews. Performed pricing/risk analysis, ensured regulatory compliance, and InfoLease best practices.ARM - uncovered unreported residual exposure on Coal Cars – supported by leading industry Accounting SME’s. My prior successful lawsuit (Valley Bank Leasing)on Coal Cars against Janney Montgomery & Scott and Lessee Illinois Central Railroad was leveraged to further support the analysis.Company was merged with BB&T (Suntrust was larger Lessor). BB&T Head of Asset Management was new Asset Manager for merged companies (Truist) and I was not retained.New company Truist had Asset Management reporting to Risk Management (Arm's Length) outside of the conflict of interest model (i.e., within the leasing company).

Approached by Dan Nelson to provide servicesProject Mgr/Business Analyst / Subject Matter Expert - Developed system requirements for Independent based lessor with challenging pricing, asset swaps mid-stream, and short-term/weekly renewals. Captured Master Lease Agreement (MLA) covenants and aligned application to provide MLA specificity. Helped catalog asset types to provide better residual risk governance and pricing to align with MLA.

Recruited by North America President (Johnathon Dodds) - to assist in building out application.Served as Project/Product Manager, System Business Analyst and UAT Tester. Developed, implemented, and evaluated a solution to support an international software company to provide a U.S. loan-based consumer product. Designed the solution to allow the loan rates to change based on the outstanding principal amount, while complying with the Consumer Financial Protection Bureau (CFPB).

Recruited by Cassiopae US OfficeHired as Project/Product Manager & Business Analyst to help implement an application for a large Top 10 automobile manufacturer (Hyundai/Kia). Proposed VIN decoder to help align manufacturer/dealer programs. This helped track subsidies, lease returns, condition reports, billbacks for non-compliance, and portfolio risk. Helped draft maintenance and return covenants – with pre-determined damages to provide consistent/systematic approach. Aligned pricing, subsidy, vendor, and residual positions with leasing contract and department policies

Wife had major medical issue and could not travel. Had to work near home during this time and was recruited into Mortgage crisis.Served as Project Manager, Business Analyst for Wells Fargo Mortgage to rescue a previously failed attempt for the mortgage Office of the Comptroller of the Currency (OCC) project. Monthly Project results were an agenda item for the Board of Directors.Diligently developed and ensured compliance in applications with all OCC regulations and mortgage contract covenants and reporting to federal agencies. A $125,000 penalty was assigned per violation. System lacked ability to validate prior rates and Bank ended up with a $4 Billion + settlement to OCC.

Recruited by President of International Decision Systems (IDS) as my prior employer (i.e. Third PIllar) was awarded contract for Dell Financial (i.e.,front office application) based on my strategic model/presentation.IDS had lost a major front office sale (i.e., Rapport) to Dell Financial. Was recruited to provide a forensic review of the transaction and improvements required to meet industry standards going forward. Interviewed team members that were responsible for Dell and provided an in depth analysis on lack of alignment with product in industry and gaps specific to IT Lessors. IDS implemented my changes into Rapport and was successful in "winning" back Dell Financial after Third Pillar could not deliver front office product. Also, was successful in winning "Bank of the West". from ROI model and working with the CFO.Was released (President soon thereafter) as IDS had not hit their financial numbers and they solved for X by cutting expenses ( individuals') to meet agreed to financial ratio's.

Project/Product Manager - Responsible for building out and implementing (EAVE) Enterprise Asset Valuation Engine across multiple assets/portfolios for large Int’l Bank. Created Model/Presentation for Third Pillar to show front office product to Dell Financial. Dell Financial was awarded to Third Pillar - but Third PIllar failed to execute in the long run.Senior Business Analyst - Worked with Wintip Pricing engine to validate/reconcile against T Value & Super Trump and proper Asset Federal Depreciation life. Invited by ELFA Accounting/CFO committee (i.e. Rod Hurd, Shawn Halladay) to speak at annual conference on residual risk governance and alignment with best practices/systematic approach. Founded C level Application conference (w/Shawn Halladay) to compare vendors from a 'Consumers Report" type approach. See conference doc below. This was attended by C level participants(Citi Capital had financial duress and sold portfolio for which I was hired and the project ended. IDS recruited me before a contractor agreement was executed. No involvement with DLL dispute)

BearingPoint was priorly KPMG Consulting. Recruited to assist with Leasing Group implementations. Was assigned to help large Int'l Lessor migrate to Oracle Lease Management (OLM). Discovered major issues with lack of functionality (FMV/Collateral, NJS, etc.)- that I addressed and was completed (OLM is a Manufacturing AR system - whereby assets start out in inventory. InfoLease is a Finance AR system - whereby assets are part of a contract). Additionally OLM has income at Asset Level - whereby Finance systems typically have income at contract level and allocated down to asset %).Recruited by KPMG associate to help build out application. BearingPoint U.S. shortly filed for Bankruptcy after I departed.

Worked in the TPDG (Tax Projects Delivery Group) as a Tax ManagerProject Manager - Helped implement LKE to over 40 business clients.Sales - Worked with Partners/Managers to build out presales tools to help qualify tax benefits for prospective clients. Identified prospective clients and estimated FMV (my risk tool -Excel Spreadsheet, Equipment Codes, Periodic Risk Table/Matrix) for all asset types to provide value of tax deferral.Business Analyst – Built out flow & operational alignment to tie back 1031 assets to new transactions/pricing to front/back-office applications. Provided Lessors with competitive pricing advantage over non LKE leasing companies.(KPMG Consulting/BearingPoint recruited me for large project. PwC had more restrictions (SOX)and limited options during this period.)

Senior Consultant - Infolease, consulted to over two hundred (200) clients for a systematic/operational solution on advanced issues relating to accounting. tax, asset/portfolio residual risk & pricing. Received "Conversion of the Year" award for large regional Bank Lessor. Project was completed three months early and under budget.Product Analyst -Youngest member of small committee – chaired by founder (Rich Borders) to determine direction of company for products/services. Analyzed functionality/applications to provide direction on whether to build, buy, enhance or sunset. Reviewed outside partners proposals to determine risk/reward. Identified legal risk with proposed Property Tax vendor business model. The vendor subsequently encountered a large lawsuit on this issue and lost. Senior Consultant /Product Analyst- Worked with Lessors on advanced tax pricing/economics (1031 – Like Kind Exchange) for disposed assets.(DSI merged with CFS)(PwC offered position to help build out their LKE program.)

Was the most efficient Asset Manager according to ELFA Industry Metrics based on size of portfolio vs. # of employees. This was driven from my risk tool model (Excel Spreadsheet, Equipment Codes, Periodic Risk Table/Matrix)Worked with the Risk Dept. to manage/report FMV/OLV on “high risk” credits/assets within the Corporation. Built out pricing structure for multiple credits and financial/product structures; Synthetic, Sales Type Accounting, Leverage Lease, and First Amendment. Responsible for customer service-related items for restructures, extensions, bankruptcies, renewals, buyouts, and midterm upgrades.

Developed an Asset Risk Model (ARM). ARM was created from most of the following (1) case law precedents based on “Normal Wear & Tear”| Maintenance & Return conditions, Asset Codes, Risk Classification/Periodic Table, Excel, Term, Overhaul Cycle and Risk Reports. Recovered an additional $23MM + in revenue (see Risk Recovery doc below)Additionally – ARM uncovered an existing Rail transaction (i.e. Coal Cars) which had overstated the Original Price, Residual, and Useful Life. Approximately seven other Lessors participated in like financing for Coal Cars. I was the only Asset Manager/Lessor to expose this risk (ARM) -per Illinois Central Legal Counsel. The Treasurer (Rob Hart) appeared to be released from Illinois Central – shortly after my presentation.Successfully sued the original appraiser/firm - Janney Montgomery Scott (i.e., see copy of Check below) for improper FMV, Residual and Useful Life Analysis. Illinois Central agreed to my terms - whereby, this avoided a multi-million dollar loss and created a seven – figure $4,500,000 in additional revenue for my employer (Valley Bank Leasing). Remaining Lessors had an aggregate eight-figure ($XX,000,000) residual loss at lease expiration.

Responsible for regular Portfolio/Asset Management functions.Only Asset Manager - that uncovered a fraudulent transaction ($23MM). I was lead witness for Los Angeles F.B.I & I.R.S. agents. Government leveraged my detailed artifacts (documents, vendor invoices/conversations). Defendant was convicted.Was in the witness room with FBI/IRS agents for several days and had the rare opportunity to run examples by Agents on what was the “correct” model to present in court. This led to my legal case law review at the next company.