Jim Slavik’s “next act” after retiring from a 35-year corporate career is as an artist. He was an artist from an early age, experimenting in drawing, charcoal, acrylic painting and mixed media in grade school through high school. He put art on hold while traveling the world with his professional career living in London, Prague, Taipei, Johannesburg, and across the US. After retiring and moving to Colorado, Jim attended an art class in February 2023 and rediscovered a passion for art. Jim often takes inspiration from his travels whether it be hiking in the foothills around his home, throughout the US, or across the globe. His pieces often include landscapes that highlight sunsets, clouds, and the interplay of light on water. Jim’s goal is to use his next act to make the world a little better place through art and giving. Jim donates 100% of the net proceeds of each sale to charities. Connect with me on Facebookwww.facebook.com/jim.slavik.do.good.art?mibextid=LQQJ4d

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A Centerbridge Partners company. Responsible for Fingerhut $1.4bn sub-prime revolving and installment loan portfolio (70%+ of retail sales) with 1,500 on/offshore associates across originations, underwriting, administration, collections, enterprise customer service, phone order lines and technology. Bluestem Brands Inc., with revenue of $2 billion, is a multi-brand, online retailer of a broad selection of name-brand and private label general merchandise across 8 retail brands most notably the Fingerhut brand.• Part of leadership that successfully led company through Chapter 11 with sale to Cerberus / lending group in August 2020• Drove four consecutive years of credit vintage charge off improvement totaling ~30% and portfolio delinquency improvement to best levels in 5 years by implementing first Machine Learning underwriting models, increasing down payment products, adjusting APR and fees to reflect the risk, introducing alternate data sources and FINTECH service providers to lower fraud. • Reduced operating expenses >20% / $25MM in two years while improving effectiveness by consolidating vendors, implementing automation, driving digital communications to customers, lowering compliance costs and co-locating 5 offices to 2. • Delivered business best, 80%+ satisfaction Voice of Employee scores by adding quarterly talent reviews, semi-annual performance reviews, internal promotions, and improving transparency with frequent all employee meetings and walk-arounds.

Edcon Ltd, a Bain Capital owned company, is the leading clothing, footwear and textiles (CFT) retailing group in Southern Africa with over R25bn of revenue, over 20,000 employees and 1,400 stores in South Africa, Botswana, Namibia, Swaziland, Lesotho, Mozambique, Ghana and Zambia. Responsible for 30+% of group EBITDA, 1,100 employees, and 2 operations centers and total retail customer service and telesales functions. Edcon credit and insurance comprises SA’s largest retailer credit portfolio with $1bn assets, 3.5mm cards, 50% of retail sales on store credit, and is the 6th largest insurance provider with 5mm policies in force.• Doubled insurance profits over 5 years by adding products, optimizing pricing, digitizing fulfillment and increasing distribution• Drove double digit annual productivity through technology introduction, reducing staffing 60% and costs 50% in 5 years - Introduced new collections auto-dialer and workforce management systems  - Introduced new IVR technology, increasing the portion of automated calls from 19% to 50%  - Migrated credit applications from paper to on-line reducing costs 20% and moving from 3 to 2 operations centers - Converted from paper to 97% digital statements reducing statement costs by 65% • Completed $1.5bn sale of Edcon credit portfolio to ABSA Bank (a Barclays Bank owned company) – largest retail card sale in SA• Completed carve-out of 1,100 customer service and collections staff to Accenture with $50MM annual outsourcing agreement

Engaged to lead community bank industry search transaction cycle including sourcing deals, leading negotiations, issuing multiple LOIs, leading due diligence, evaluating leadership teams, preparing strategic plans, and performing regulatory communications on behalf of the investors. Offered position as President / CEO for an acquired bank upon completion of an acquisition. • Completed full due diligence on 3 banks and evaluated 15 banks in total. No deals closed due to risk and compliance concerns.• Presented due diligence findings and regulatory support requests to the FDIC, Federal Reserve and Colorado Dept. of Banking. • Completed regulatory approval of FDIC, Federal Reserve, and Colorado Dept. of Banking for appointment of a Bank President.

GE Capital Board of Directors representative with responsibility for overall Bank leadership including business rescue and capital raising efforts, public, investor and regulatory communication, and interface between GE Capital, controlling family, and Board.• Led turnaround efforts due to Taiwan consumer credit crisis including implementing centralized risk management, installing credit scoring models that reduced new consumer delinquency to <1% from >10%, managing through liquidity crisis due to a run-on-the-bank, and addressing capital shortage and regulatory issues that threatened to result in a government takeover.• Completed US$1.3bn recapitalization from strategic and private equity investors and bond holders in December ’07, which included Taiwan’s first debt to equity swap and created the first private equity majority owned bank.

Responsiblew for all aspects of this fully licensed property and casualty insurance company, including leading turnaround efforts and positioning the company for sale (sold to a division of Wells Fargo in 2007). Achieved business turnaround from loss to profitability with $35mm NI improvement. Grew sales 20% annually, with 15% productivity and industry leading customer service for customers and independent agents. Consolidated 3 offices / 2 countries to 1 location, reducing staffing 66%, from 300 to 100. Transformed paper-based contract entry to B2B web-based contract submission, reducing errors from >30% to <3%. Introduced on-line claims submission, reaching 25% utilization with 40% productivity.

Led GE integration and turnaround of GE’s largest Central European acquisition (Agrobanka) purchased out of receivership. Co-located 3 GE Money and 5 GE business HQs, realizing $1 million annual savings. Created and led 500 EFT centralized operations for the bank, leasing and sales finance companies for customer service, collections, new accounts, debit/credit cards, and ATMs. Introduced IVR for phone banking and autodialer for collections and telemarketing, increasing efficiency by over 40%. Grew debit card base 300% in one year after installing new card management software.

Responsible for driving pan-European mergers and acquisitions activity including developing market assessments, target lists and country / regional level M&A strategies and managing 25 M&A associates and various deal teams of >100. Closed largest GE Capital Central European bank deal (Agrobanka, Prague, 6/98) with leadership of due diligence, Czech National Bank negotiations, and presentation to GE Board for approval. Closed over 20 transactions during this time period.

Global auditing and process improvement assignments covering 25 GE Capital businesses and management of an average of 50 auditors across multiple countries including Retailer Financial Services (Leeds, England); Kidder Peabody (NYC); Commercial Real Estate and GE Investment Corp. (Stamford, CT); Employers Reinsurance (Kansas City); and GE Lighting (Budapest, Hungary) among others. - One of only 5 global Executive Audit Managers for total staff of over 200. - Established the GE Capital Audit Staff London office building a staff of over 50 in 18 months - Achieved GE Six Sigma Black Belt certification as a result of process improvement work.

Finance training program that combines 4 six-month financial positions in financial planning, internal audit, purchasing, and general accounting, with 4, semester-long evening classes in accounting, financial analysis, cash flow valuations and auditing.