Preparing for HR Committee of the Board of Directors meetings.

Performing global executive compensation planning and proxy statement disclosure (CD&A data, tables, text, and CEO Pay Ratio) projects.

In 2015, I was brought on to provide an advanced level of technical expertise needed to navigate the company’s responses to increasing shareholder scrutiny over executive compensation.In this role I led executive compensation (including annual and long-term incentive plans) and benefits (including defined benefit and defined contribution retirement plans, and perquisite plans) design, implementation, communication, and administration. I managed a team of 4 full-time employees plus several outsourcing relationships (e.g., stock-plan administration, retirement plans administration). KEY INITIATIVES INCLUDED:✓Redesigned the Annual Incentive Plan (AIP) for its 3,000 participants:Redesigned AIP to better align performance metrics and pay-for-performance mapping to shareholder value creation activities. Substantially improved performance measurement by measuring performance with comprehensive federal government's hospital sector performance data, rather than company’s internal data.✓Redesigned Long-Term Incentive Plan (LTIP): To appease shareholders, included all executives (approximately 300 employees) in the Performance LTIP so that 50% of their annual LTIP grants were Performance LTIP. Implemented performance metrics that were better aligned to shareholder value creation, and increased performance period to 3 years (from 1 year).✓Streamlined executive compensation processes:Consolidated LTI grant agreement templates to 1 per LTI vehicle (Stock Options, Stock Appreciation Rights, Service-vest RSUs, Performance-vest RSUs, Service-vest Cash, Performance-vest Cash). IMPACT: This effort resulted in providing greater administration accuracy and an annual cost savings of roughly $100K. Left Tenet in Sept, 2017 when position was eliminated amid 2,000 RIFs.

In 2012, I was hired to support the newly appointed CEO's agenda focused on aggressive cost cutting and new business development. My role focused on leading executive compensation (including annual and long-term incentive plans) and benefits (including retirement and perquisite plans) design, implementation, and administration. I worked with broad-based compensation and benefits leaders on career title architecture, compensation banding, and market-competitive job pricings. KEY INITIATIVES INCLUDED: ✓Redesigned the Annual Incentive Plan (AIP):To satisfy CEO agenda and shareholders, redesigned AIP to limit participation to career levels deemed to have greatest ability to increase shareholder value and better align performance metrics and pay-for-performance mapping to shareholder value creation. IMPACT: Reduction in AIP eligibility resulted in target annual cost savings of $40M. ✓Redesigned the Long-Term Incentive Plan (LTIP):To satisfy CEO agenda and shareholders, for annual grants to senior executives, revised LTI vehicle mix to emphasize performance and redesigned the Performance LTIP with a single performance metric (Earnings Per Share) to facilitate participants’ understanding of Performance LTIP and better align with shareholder value creation. ✓Streamlined executive compensation processes:Consolidated LTI grant agreement templates to 1 per LTI vehicle (Stock Options, Stock Appreciation Rights, Service-vest RSUs, Performance-vesting RSUs). IMPACT: This effort resulted in greater accuracy in administering agreements and an annual cost savings of roughly $75K. ✓Performed Global Job Leveling (Spans and Layers) and Career Architecture exercises to understand roles of each employee, streamline the organizational hierarchy, and enable significant workforce downsizing initiatives: IMPACT: This effort contributed to an aggregate cost savings of $25M in target executive pay alone. Left DXC for higher-level position with Tenet Healthcare.

In this compensation consulting practice role, I performed a variety of executive, broad-based, and sales compensation projects for Board of Directors and management clients of publicly traded and privately held companies. KEY PROJECTS INCLUDED:✓Enabled client companies to secure maximum number of “For” votes for management’s proxy statement proposals, especially for the annual Executive Compensation Say-On-Pay proposal and for requests for additional compensation shares. ✓Determined one-time long-term incentive (LTI) awards to retain executives at a client company undergoing an IPO. ✓Redesigned incentive plans for a publicly traded technology company facing increased competition. Left Conduent (Buck Consultants) to accept corporate compensation career opportunity with DXC Technology.

✓ Worked as #2 person behind Ira Kay on executive-compensation consulting projects and new business development for Compensation Committees of Fortune 500 companies. Performed projects to satisfy agenda items of Compensation Committee of Board of Directors clients. Most prevalent projects included market-competitive job pricings, annual and long-term incentive compensation design, and pay-for-performance analyses. ✓ Worked for Ira T. Kay & Co. during its short tenure: From January 2010 (after Ira Kay had left Watson Wyatt as its Global Director of Executive Compensation Consulting) until July 2010 (after Ira had joined Pay Governance. I could not join Pay Governance because I did not have a book of business to bring to Pay Governance).

Managed, marketed, and delivered global executive-compensation products and services. Developed relationships with actual and targeted client companies.* Managed global project teams to: ** Perform client assignments (e.g., recommend compensation design, determine market-competitive pay levels). ** Develop intellectual capital (e.g., survey companies to determine competitive-market practices, such as long-term incentive (LTI) granting practices) to successfully market and complete consulting projects.* Developed and managed project plans, to deliver desired services on-time and within budget.Left in July 2008 due to position elimination when Hewitt Associates eliminated 25%-30% of consulting positions.

Evaluated and recommended U.S. and global compensation designs and amounts for top 4,500 employees (of total workforce of over 125,000).* Interacted with key stakeholders (senior general, HR, finance, legal, tax, and equity-administration managers, and outside compensation consultant) to review existing programs and recommend changes, where needed, to improve effectiveness and control expenses.* Analyzed and recommended compensation plans for acquired companies to attract and motivate employees, while simultaneously monitoring compensation expense and assimilating compensation programs at acquired companies with those of parent company.* Revised long-term incentive (LTI) strategy, including LTI vehicle mix and amounts based upon employee's position and country, to continue to attract and motivate employees while significantly reducing accounting expense and equity usage.Left in 2006 when position was eliminated amid HR restructuring.

Began in 2-year rotational position focused on best practices and technical research (e.g., accounting, tax, regulations, corporate governance) in executive and Board of Director compensation. Upon successful completion in 2003, joined New York City office to work on wide variety of U.S. and global executive-compensation assignments. * Managed client project teams and directly worked with client companies, including at formal presentations, to enable successful project completion (i.e., clients received desired solutions on-time and within budget).* Evaluated and recommended compensation designs and amounts to client companies for their executives and Boards of Directors. Clients included numerous special-situations assignments including:** Companies in restructuring / turnaround.** Companies or business units being acquired, divested, or IPOed.** Companies under shareholder and/or governmental scrutiny for compensation practices.** Privately-held companies.

Managed projects and performed significant sections of projects to develop intellectual capital and enable business development for Capgemini Consulting.* Analyzed financial and non-financial measures that impact stock-market valuations of companies in general industry, and in the financial services, airline, and energy sectors. Concluded that about 50% of stock-market values of companies were correlated with non-financial metrics (e.g., quality of management, compensation programs).

Did not complete the Ph.D. program. Completed first-year graduate economics courses ... and advanced undergraduate courses in economics and mathematics ... and summer M.B.A. course work.

* Developed investment recommendations (i.e., "Buy", "Hold", "Sell" recommendations) through estimating future cash flow, income and balance sheets. Analyzed financial statements and business strategies of companies. Evaluations included interviewing top executives and other key employees of these companies, their competitors, suppliers, customers, and other industry sources.* Communicated and marketed recommendations to my employer's sales and trading professionals and to portfolio managers and research analysts at asset management companies (e.g., Fidelity Investments).

Analyzed industrial and consumer companies. Developed investment recommendations (i.e., "Buy", "Hold", "Sell" recommendations) for money-management and securities companies.

Analyzed equities of companies in general industry (1990-1993) and the building industry (1993-1994). * Successfully generated business at major institutional asset-management accounts, including Fidelity Investments, AllianceBernstein, The Capital Group Companies, and TIAA-CREF.* Actively participated in investment-banking (e.g., equity capital markets, mergers & acquisitions) proposals and transactions.

Analyzed equity securities of companies in the media, entertainment, lodging, restaurant, and retail industries.