Michael Kaplan Email and Phone Number

Lead Finance Executive for $500M company that is the market leader in non-standard auto insurance with approximately 800 Retail locations across 23 states, Telesales in all 50 states, and a Managing General Agency business that services 9 states. Company delivered highest operating EBITDA in 2020 during the COVID pandemic. Reporting to the CEO, lead a cross-functional team of 100+ across multiple US offices and a Tijuana shared service center representing the functional areas of Finance, Accounting, Tax, Treasury/Risk Management, and Financial Systems Support. Key Accomplishments:Executed successful sale of the Company to Alliant Insurance Services for $1.35B in June 2021. Co-led investor calls with CEO and led financial diligence process with the buyer and Stone Point Capital PE Firm Executed $755M 1st lien debt refinancing transaction ($665M term loan and $90M revolver credit facility), including presenting to Banking Institutions and Ratings AgenciesExecuted $220M 2nd lien debt refinancing and $225M Preferred Equity Investment from ABRY Partners (existing PE Owners) along with new investors to improve debt leverage and support acquisition strategy Partnered with M&A team in completing due diligence and integration supporting ~50 Retail acquisitions across 15 states generating ~$25M in pro forma EBITDA at an average 6x multiple from 2016-2021Led Implementation of General Ledger system project and standardized the company on one chart of accounts, thereby improving monthly financial reporting Implemented a rigorous budgeting process, as well as disciplined P&L, cash flow, and debt leverage forecasting for monthly business updates with Executive leadership team & PE Firm, and quarterly lender calls Provided leadership for implementing cost reduction initiatives contributing $30+M in realized savings from 2016-2021Upgraded all key CFO leadership team positions and recruited & developed talent leading to improved quality of CFO organization

Lead Finance Executive for $800M publicly traded, dual gender, multi-channel specialty apparel retail company with 600 Retail Stores in U.S. & Puerto Rico. Company delivered $40M EBITDA increase from 2011-2014 resulting from 12 straight quarters of positive sales comps and 400+ bps margin improvement in a highly competitive teen retail sector. Reporting to the CEO, led a cross-functional team of 100+ in Finance, Accounting, Tax, Treasury, Internal Audit, Real Estate & Construction, Investor Relations, & IT. Also, led the Planning and Allocation team for 18 months during which time the Company experienced 200 bps in margin improvement. Key accomplishments:Led real estate restructuring that resulted in closure of over 200 stores within an 18 month period and reduced the % of negative cash flow stores from approximately 30% to approximately 10%.Secured $60M Term Loan financing from Golden Gate Capital which helped to fund 75 lease buyouts and infuse liquidity into the Company to fund operating requirements during the turnaround.Led negotiations of five year, $100M Revolving Credit facility with Wells Fargo.Improved inventory management focused on price optimization, assortment planning, allocating based on store tiers, implemented model stock technology for managing basic categories, and tighter receipt management. Margins grew by over 400 bps from 2011-2014 due to reduced markdowns and improving turn by 1week.Implemented Company’s first ever customer loyalty program in July, 2015 and ramped up to 1.2M members within first six weeks.Implemented weekly cash flow forecasting model to effectively manage liquidity needs and ensure compliance with debt covenants. Aggressively managed cost base renegotiating all contracts and delivering cost reductions in alignment with store reductions. SG&A as a % of sales improved 200 bps from 2011-2014.Developed and upgraded talent across entire CFO organization.

Lead Finance Executive for $2 billion private multi-channel home improvement company with 340 Retail Stores, Internet and Catalog Direct sales. Company delivered record Sales and EBITDA in FY’10 with a same store sales comp of 26% and was in the top quartile across all key metrics amongst its competitors in the home improvement industry. Reporting to the CEO, led a cross-functional team of 100+ in Finance, Accounting, Tax, Treasury, Internal Audit, Inventory Control, and Safety.Key accomplishments:Executed $675M “covenant-lite” debt financing transaction ( $650M term loan and $25M revolver credit facility), including presenting to Banking Institutions and Ratings Agencies, completing analytics supporting solvency opinion, and covenant compliance/reporting requirements.Developed real estate deal economics analytics and engaged in lease negotiations supporting real estate growth strategy targeting 25 new stores, 6 relocations, and 3 expansions in FY’11 with expected four wall profit payback in 4-6 months. Developed Executive Dashboard and operational scorecards to provide increased visibility to key metrics supporting revenue/margin growth and optimizing the cost base.Aggressively pursued cost reduction and gross margin enhancing initiatives with targeted EBITDA impact in excess of $25M focused on improving payroll utilization through Stores and DC labor scheduling, leveraging capital investments to drive operational efficiencies, targeted pricing strategy changes, and optimizing container sizes and delivery network. Built core Finance team, restructured and upgraded talent across CFO organization.

Lead Finance Executive for $2 billion business with more than 450 retail stores in the U.S. and Canada. Core accountabilities include: long-range planning, real estate market planning strategy & finance, operational planning & forecasting, inventory management, marketing effectiveness, business analysis, information systems planning & implementation, strategic sourcing, and financial reporting & internal control compliance.Key accomplishments:Developed comprehensive three year real estate market planning strategy for all Banana Republic stores and recommended new store opportunities, lease actions, expansions and/or downsizes and closures.Managed capital program averaging $60 million spend per year and including opening 52 new/expansion stores and executing 90 remodels which equates to 20% of the stores over the past two years.Developed business case and secured real estate supporting new Banana Republic store design prototype and launch of Edition stand-alone women’s accessories test concept which opened in San Francisco in May, 2009. Provided thought leadership supporting localized and fleet-wide productivity initiatives which delivered 5% incremental sales and gross margin dollars in 2008 in an extremely challenging retail climate.Led Selling, General & Administrative (SG&A) cost reduction initiative over the past two years that has delivered approximately $70 million or 14% in cost savings and a reduction of 2 ppts. in SG&A % of sales resulting in Banana Republic being in the top quartile of SG&A % for the specialty retail industry. Developed business case and led Headquarters restructuring effort in 2008 resulting in 20% or approximately 100 position headcount reduction which generated $15 million in annualized cost savings.

Lead Finance Executive for $1.8 billion business with more than 300 domestic retail stores consisting of three distinct Outlet brands (GAP Outlet, Banana Republic Factory Stores, and Old Navy Outlet). Reporting to the President of the Outlet Division and Corporate CFO, led a cross-functional team of 25 in Real Estate Finance, Financial Planning & Analysis, Store Operations Finance, Company Planning, and Information Technology. Key accomplishments:Developed and executed real estate growth strategy opening 35-40 new stores per year, contributing significant incremental annual revenue growth and increased market share in the Outlet sector.As part of the Real Estate growth strategy, implemented new Gap Outlet Kids/Baby initiative, opening 25 stand alone & expansion locations in 2006 and 2007 contributing incremental annualized revenue growth of $80-90 million by 2007.Developed business plan supporting integration of Old Navy Outlet into Old Navy brand resulting in significant cost savings and improved operational efficiencies.Developed business plan justifying Outlet business expansion into Canada market which ultimately materialized in 2008.Influenced and executed sustainable cost reduction initiatives in reducing store buildout costs, wage rate management, packaging optimization, and electricity utilization resulting in approximately $10 million of annualized savings.Developed long-range plan (LRP) and annual operating plan (AOP) targeting annual earnings growth of 8% and free cash flow of in excess of $300 million.

Vice President, Planning & Control – Disneyland Resort (2001-2005)Reporting to the CFO, led 150-200 salaried and operating team members associated with the following functions: Operational Accounting, Financial Reporting, Financial Planning & Analysis, and Operations Finance.Key accomplishments:Developed five year strategic plan (5 year plan) and annual operating plan (AOP) for a diversified business with revenues in excess of $1.5 billion and cash flow of greater than $100 million.Led strategic and annual capital plan development and management for a $150-200 million capital program.Influenced and executed $200 million of sustainable cost reduction initiatives over a three year period.Executed Finance Division business transformation initiatives that yielded $12 million or 40% in sustainable cost savings over a three year period.Served as the business unit leader on a Company-Wide multi-year Finance & HR SAP ERP implementation.Directed timely completion of Sarbanes-Oxley internal controls documentation, gap analysis & remediation, and internal testing as part of overall Company-wide compliance effort.

Lead Finance Executive for Theme Park Operations reporting to the Senior Vice President Operations. Core accountabilities: strategic planning, operational planning/forecasting, capital planning, pricing/yield management, labor scheduling, and systems planning/support.Key accomplishments:Restaurants High Return Capital Investment: Provided thought leadership in developing strategic capital plan supporting new fast food restaurants and reconcepting of two upscale food court restaurants. Capital investments yielded significant improvements in labor productivity, higher average transactions, and increased profitability.Restaurants/Retail Expansion Growth Initiative: Built operating plan assumptions for new Disney’s California Adventure (DCA) theme park and Downtown Disney (DTD) Retail Dining & Entertainment Center which opened in 2001. Developed framework for modeling DCA Food Operations restaurant revenues and NPV economics supporting third party deal negotiations for DCA and DTD.Restaurants Strategic Pricing/Sales Growth: Implemented strategic pricing/yield management initiative resulting in meaningful price/value and demand sensitivity analysis driving annual 2 to 3% incremental profit contribution.Restaurants/Operations Strategy: Developed 5 year plan and Annual Budget for Theme Park Operations. Implemented new business initiatives which delivered 26% improvement in Food Operations profit dollars and 7 ppt. growth in profit margin from 1996 – 2000.