1. S TRATEGY & O PERATIONS Creating sustainable results. Improving performance. Statement of Qualifications

2. Contents I.Overview II.Approach III.Methodology IV.Scope of Services V.Leadership 2

3. Strategy & Operations Consulting Overview The essence of strategy is based on competition – the success of any company’s strategy is therefore contingent upon its ability to respond to competitive forces. McConnell Jones Lanier & Murphy LLP (MJLM) works with clients to help them understand competitive dynamics within their industries as well as how these dynamics impact the functional areas of their operation. The MJLM Strategy and Operations practice is replete with experts who bring Partner level experience from “Big Four” firms, and whose experiences span the globe and have provided a broad range of quantifiable solutions for its clients. Our team of consultants analyzes complex situations and architects solutions that serve as blueprints to best position your company for success. 3

4. 4 MJLM identifies our client’s key value levers, and we tailor our project activities to influence those value levers and drive profitable change. MJLM Operating Principles Each engagement begins with a set of hypotheses that provide a starting point/baseline for project readiness. Our hypotheses are based on cross industry experience, competitive benchmarks, market trends, and extensive research. MJLM delivers each project according to our clients’ unique requirements and specifications, which includes but is not limited to: PMO, staff augmentation, thought leadership, business strategy, or the use of strategic 3 rd party relationships. MJLM’s engagements are outcome focused. Within every step in the engagement, our focus is to drive outcomes pertinent to our clients needs to achieve business value. Value Based Outcome Focused Hypothesis Driven Service Oriented

5. The MJLM Approach 5 Our experienced professionals make rapid yet thoughtful assessments of our clients’ capabilities. We then develop a business architecture that outlines new capabilities and integrates their strategies, business models, and operating models. Our blueprints create the foundation for achieving sustainable results and high levels of performance. New Capabilitie s High Performance Sustainable Results Product/Service Development Demand Generation Demand Fulfillment Enterprise Management Rapid Assessments Strategy Business Model Operating Model Business Architecture Capabilities

6. Measure Effectiveness of New Capabilities 6 The MJLM Assessment Methodology Our methodology is based on a phased lifecycle of change approach for delivering both quick results and building capabilities for the future. Build and Implement New Capabilities Design New Capabilities Conduct Assessments and Develop Implementation Plan Key Outcomes: Profile of current capabilities Quantified and prioritized list of opportunities based on value potential and ease of implementation Assessment of business unit or functional area strategy fit with corporate strategy Evaluation of existing technology platform Program implementation framework High level business case Operating Model planned and designed Technology infrastructure designed Business processes and procedures defined Organization infrastructure defined Implementation of quick hit opportunities Validation of new solutions through pilots and prototypes Organizational infrastructure built and/or acquired Organization transition completed New technology in-place and in operating environment New operating model implemented and deployed PlanBuild and ImplementDesign Quantification of cost savings Measurement of revenue generation Benefit stream realization Effect on share holder value Measure

7. Service Offering MJLM Service Lines 7 Strategy Process Excellence Financial Analysis Technology Enablement Organization Change

8. Industry Experience MJLM Scope of Services and Industries Oil and Gas Telecom Oil Field Services Retail Energy Financial Services Real Estate & Construction Manufacturing 8 Strategy Corporate Strategy -Operating Model Strategy -Business Unit Strategy -Strategic Planning Customer and Market Strategy -Pricing and Profitability -Channel Strategy -Segmentation Process Excellence Supply Chain -Sourcing & Category Management -Transportation & Logistics -Planning & Materials Management -Procurement Optimization -Organization Development -Supply Chain Outsourcing Analytics Business Process Improvement Business Process Management Business Process Outsourcing Financial Analysis Corporate Finance Investment Valuation Corporate Restructuring M&A Target Identification M&A Due Diligence M&A Integration Organization Change Change Enablement Organizational Development Technology Enablement Technology Strategy Tool Assessment Project Management Data Management Assessment Support Model Analysis Functional Expertise

9. Strategy & Operations Leadership Bobby Dixon – Practice Director 9 Bobby Dixon has over 15 years of consulting and management experience with companies in multiple industries ranging from Fortune 500 to start-ups. Bobby specializes in improving profitability through: Supply Chain Analysis, Strategic Operations Planning, Business Process and Strategy Development, and Mergers and Acquisitions. He is skilled at making rapid yet thoughtful assessments of diverse situational challenges and leading results oriented action plans designed to improve EBITDA. Mr. Dixon has held various executive positions, including chief financial officer, chief operating officer and president within the retail, real estate, construction, energy, banking, manufacturing, distribution, and telecom industries and fully understands the strategic and operational issues facing businesses today. His experience reaches across continents and encompasses the full business cycle from raising capital to streamlining operations to implementing sustainable growth strategies including mergers and acquisitions. Mr. Dixon has led engagements that have created over $600million in aggregate savings for multiple clients and has managed client teams that were responsible for developing processes and creating organizational structures for post merger entities. He also has consulted companies on how competitive forces shape strategy and advised them on how to create sustainable comparative advantages within a particular industry or service line. Education and Certifications Master of Business Administration, Harvard Business School Bachelor of Arts, Economics and Managerial Studies, Cum Laude, Rice University Professional Associations Turnaround Management Association Council for Supply Chain Management

10. Contact Information For any questions or additional information about MJLM’s Strategy and Operations practice, please visit our website or contact: 10 Bobby Dixon Director, Strategy and Operations Phone: 713.968.1616 Email: bdixon@mjlm.combdixon@mjlm.com www.mjlm.com