Paul Glover Email and Phone Number

Working to streamline back office operations of the consolidated group, including re-engineering processes where necessary to improve the integration of loan origination teams with their servicing affiliates, and to increase the use of information systems technology to improve management reporting, and to support expanded distribution channels within the organization. This includes assisting in structuring special finance opportunities, and attracting new leverage and/or equity capital to support the targeted growth.

Portfolio Leadership Group

Primarily assist private equity firms in the Chicago area with the selection and management of portfolio companies; buy side and sell side due diligence, quality of earnings reports, validation of investment thesis, and the remediation of poor operating performance. Provide CFO centric services including acquisition integration, IPO readiness, the design of key operating metrics, multi-currency consolidations, and support the need for the development of shared services teams and/or interim staffing needs.

Business and financial consulting services.

* Developed an international franchise business model in transitioning the Company from a traditional flight training organization to a Multi-Pilot License Training facility (i.e. replaced piston aircraft training with simulator training). * Worked with the Economic Development Commission of Brevard, Enterprise Florida and the State of Florida to establish a package of benefits valued in excess of $15 million to incentivize a Melbourne MPL Training Center and Shemburn’s first international franchise. * Implemented a new curriculum management system, and a new general ledger information system to improve the efficiency of multi-company reporting and multi-currency international consolidations. * Completed an international tax study (i.e. a Section 482 study), for tax planning and support purposes.

• Assisted the CFO with preparing for Board meetings, Investment Committee meetings and as an audit liaison working on a myriad of technical accounting issues including; derivative valuation and accounting, impairment analysis, hedging strategies, establishing a quote to treaty underwriting program, investment policies and procedures, and US GAAP to IFRS conversions. • Appointed an officer in a brother-sister affiliate Hannover Re Real Estate Holdings, Inc. by the German parent company.• Developed a shared services team to manage the alternative investments made in U.S. real estate assets and investor partnerships.• Managed the alternative investments portfolio, including fund of fund investments, and prepared for conversion from US GAAP to IFRS reporting standards.

• Began as a consultant and asked to serve as Interim CFO during a re-organizational phase for the Company. • Completed a Great Plains installation and system conversion.• Hired a new accounting team.• Closed on $50 million mortgage warehouse line with Textron. • Drafted a Private Placement Memorandum to raise $50 million of equity in a mortgage loan pool.

• Completed acquisition loans, development loans and refinanced project loans aggregating over $115 million during the first 100 days of employment. Then structured more than $50 million in additional development loans. • Successfully financed the acquisition of Church Street Station from bankruptcy as the stalking horse bidder with no equity contribution by Kuhn while maintaining a 50% and controlling interest for Kuhn.• Reconstructed the accounting department to service the back office and regulatory reporting obligations of Mr. Kuhn’s portfolio of fifty-four (54) companies.• Prepared the initial financial drafts for and completed the external audits of five condominium associations in transition from their respective development projects to autonomous management companies.

Common Paymaster Corporation was a quasi investment banking conglomerate which completed over 100 all cash acquisitions during the period from the period from November 2003 to December 2006. Mr. Glover developed the investment banking arm to the affiliated group, which included the plans for a $100 million real estate mezzanine fund and a $500 million REIT to support the company's expansion plans within the real estate and construction services division. In addition to supervising the initial audit of the company from inception in 2003 through December 2005, Mr. Glover established an accounting information system to process over $1 billion in annual consolidated payroll, and to efficiently consolidate entities operating principally in real estate, construction, manufacturing, consulting services, and security services divisions. Mr. Glover's team provided financial accounting, internal reporting and income tax consolidation and operational support to over 100 entities. During his tenure Mr. Glover developed a planned set of internal control systems and business unit metrics targeted at providing improved cash management, strengthening operational management, and streamlining operating activities of the consolidated group.

Mr. Glover was initially hired as a consultant and later became the CFO to implement the plans submitted to the Pan Am Board to reorganize the consolidated group of companies. Refinanced the Senior Debt of the company while reorganizing the 14 active entities into three separate divisions, significantly reduced corporate overhead, established, monitored and implemented key operating performance metrics for each division, and streamlined the company's operating activities and reporting systems.

After completing a reverse merger to become public, relocated the company from Lincoln, Nebraska to Orlando, Florida, built an accounting department from scratch, and completed several rounds of private debt and equity fundings and eventually an IPO on an S1 Registration Statement redefining the company as a NASDAQ National Markets listed company. Went on to acquire three more healthcare information technology companies, successfully growing the company to over $200 million in gross revenues before being acquired by Cerner, Inc. the then industry leader. While serving as the CFO, created an asset based financing/sales model for hospitals, and made the largest sale in Dynamic's history. A $9 million radiology information system sale to Saint Barnabas Health System using this asset based financing/sales method.

• Successfully raised both debt and equity fundings under Regulation D Offerings.• Set up initial accounting systems.• Supervised the Human Resources Department and developed all corporate policies and procedures manuals.• Implemented all company benefit programs.* Computer manufacturing and software company.

• Began as Assistant Vice President and was promoted to Vice President and CFO during tenure with this private investment banking group. • Managed the holding company’s portfolio of twenty-two (22) multi-tiered investor partnership’s audit and tax reporting obligations, and all investor reporting.• Managed all proposed investment due diligence, PPM preparation, and investment committee presentations supervising a team of approximately twenty-five (25) financial analysts.• The only non-ivy league member elected to the Investment Committee.* FINRA Series 7, 22, 24, 27, 35, and 63 licenses.

• From Staff Accountant to Manager during five years in public accounting.• Principal clients included a publicly traded land development company, construction companies, a mortgage lender, and various technology, manufacturing, DOD contractors, and software companies.* Licensed Florida and Mass. Certified Public Accountant.