MIKE GILLENWATER, CPACoral Springs, Florida 33071

Phone: 954.270.2404

e-mail:

QUALIFICATIONS

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-Acquisition diligence, execution and integration; bankruptcy, reorganization, and transformation

-Large scale project management and design; multiple countries, locations, and business units

-ERP implementation and systems integration; Oracle,PeopleSoft, SAP, and in-house systems

-Automotive, Distribution, Healthcare, High-Tech, Manufacture, Retail, and Wholesale

-“Big Four” audit andconsulting; controllership; project management and contract administration

-COSO, COBIT, SOX, governance, risk and compliance expertise (internal, external, technology)

-Cross functional process automation, integration, optimizationand outsource

-Internal and external reporting design andimplementation / improvement; database to desktop

-Accounting, Audit, IT & SEC leadership; direct HR, Operations, SCM & and Treasury support

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EXPERIENCE

2000 to Present: Managing Director, InterB

ERP & Integration ProjectManagementworking directly for Board Committees & Chief Officers

 Acquisition diligence and integration, Management Consulting, Finance, GRC & IT Leadership

SelectedClient Companies (some ranconcurrently)

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2011-14: Furniture Brands - $1B Manufacture, retail, wholesale (Outsourced IA & SOX Leadership, ABL Management & ERMConsulting)

2005- 2010: Source Interlink - $2B: Newly merged & expanding consumer products retailer

(Acquisition Integration, Oracle implementation, IA & SOX Outsource, Bankruptcy & SEC Consulting)

2005-6: NationsRent- $1B: Post bankruptcy leasing retailer implementing newsystems (now Sunbelt) (Audit, ERP implementation, SOX Consulting)

2004-5: Claire's - $2B: Consumer products retailer

(Audit, SOX and ERP / IT consulting)

2003-6: AutoNation - $16B: Automotive retailer

(Process integration & SOX consulting)

2002-3: Philips Medical Systems - $8B: Global high-tech retail division (Integration Project Management, PeopleSoft and SAP Consulting)

2000-2: Agilent TechnologiesHealthcare- $2B: Global high-tech medical devicesmanufacture, sales (ProcessIntegration and SAP implementation)

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Direct Hire Positions

2008-2010: SVP Accounting,Audit Integration for Source Interlink Companies

1997-2000: Controller & Integration Project Manager for Philips Electronics

1994-1997: Arthur Andersen& Ernst & Young, LLP (audit & consulting)

Multiple industries & business process, financial and IT audit engagements, middle market consulting, SAP implementations, acquisition integrations, cost accounting, pre IPO preparation and efficiency opportunities.

CREDENTIALS

-Master of Business Administration, Florida Atlantic University (Accredited) (2002)

-Certified Public Accountant, Florida (1995)

-Bachelor's of Science, Accounting, Florida Atlantic University (1994)

-Graduate, John F. Kennedy Special Warfare Center (1989)

-Served in the U.S. Army Paratroop and Special Forces (1985 – 1991 Active, to 1997 Reserves)

Detailed Experience

2011 – Current: Furniture Brands International & other engagements / positions

Positions

-Reported to Audit Committee and CFO.

-Process integration & automation project (HIG Capital).

-Internal Audit, ABL & Special Projects Outsource (Furniture Brands).

-IT and controls consulting for large private real estate firm (+ $2B).

-Reorganization & SCM consulting for a mid-sized wholesale /distributor.

-Process optimization / cost rationalization & risk assessment for two private companies.

-Post-Bankruptcy estate management

Accomplishments

-Designed process automation solutions via integration with enabling technologies.

-Executed enterprise and other risk assessments, facilitated strategic initiative & demand planning.

-Led business and IT audit, governance, and controls optimization efforts (COBIT, COSO, SOX).

-Maximized availability under Asset Based Loan agreements / Debt issue.

-Reduced compliance spending by over 50% for Furniture Brands while raising audit quality and reliance.

Details

-Design and prepare Executive and Board level risk & compliance reporting and related processes.

-Work with business and executive leadership to develop / refine strategic, business and process risk based initiatives (Business processes, IT & Governance) and demand forecasting models.

-Develop infrastructure level alternative structures to address business risks, reduce costs and maximize efficiency of finance functions.

2005-2010: Source Interlink Companies

Positions

-Internal Audit & Special ProjectsOutsource (2010).

-SVP Accounting, Audit & Integration (2009) (As an employee).

-SVP Audit and Integration, Project Manager for multiple initiatives (2008 – 09) (As an employee).

-Project Manager, SOX compliance and Internal Audit Development (2005 – 07) (Outsource).

Accomplishments

-Managed Due Diligence and Acquisition activities resulting in realization of $20M in synergies.

-Led Accounting function during bankruptcy and in realization of over $10M in cost reductions.

-Implemented Oracle Financials as overall Project Manager.

-Assessed and mitigated risks to the financial reporting and operational results of the company.

-Designed, staffed and then led Internal Audit internally then as the outsource solution.

Details

-Report to the Audit Committee and prepare BoD and Executive presentations and reports.

-Manage the migration of 5 business units into Oracle financials within one year at ~80% of a $2M budget; contributing to the reduction of accounting and reporting costs by twice that annually.

-Set forth the basis for standardization of the accounting functions of 5 business units onto a single Oracle platform that enable reporting and performance analysis.

-Implement a platform for internal & external reporting that supported budgeting, forecasting, working capital and external (GAAP / SEC) reporting needs while leading due diligence efforts.

-Standardize the chart of accounts & consolidation of multiple legacy systems & processes.

-Support and facilitate redesign and integration of distribution and logistical systems.

-Reduced compliance costs by over 50%.

Detailed Experience (continued)

2003-2007: Project Management & Consulting for various Companies

AutoNation, Claire’s, eHexion, NationsRent & Others - Selected Initiatives& Project Efforts, someconcurrent

-Implement one of the Nation’s first Fortune 100 Company SOX solutions, one year before the required adoption date& lead independent contractors, KPMG, Crowe Horwath to successfully create a solution for ~$2.2M, nearly half the $4M budget. Executedmultiple project efforts through 2007 while extending SOX complianceconsulting services to other Companies(AutoNation).

-Formally assess efforts to integrate nearly $12B in acquisitions, and migration of acquired entities onto a new SAP solution for both Europe and North America operation and assess SOX (Hexion).

-SOX compliance & support on SCM & bankruptcy emergence and software implementation (NationsRent).

-Replace EY as lead for achieving compliance for the European North American units, ~$2.4M of the estimated $4M cost, support strategic direction setting for the IT function (Claire’s).

-Establish a cost/sales dollar metric and other metrics for 10 regional areasto support strategic direction on integration, cost management operational support processes (AutoNation).

2000-2003: Consulting for Agilent Technologies & Philips Medical Systems

($8B in 30 + countries)

Led progressively complex efforts to carve out and integrate multiple acquired businesses into a world leading $8B high tech medical devices company.

-Establish multiple integration processes globally for sales, SCM, service & ordering processing in multiple currencies, dual internal &external inventory costing, and related complications around valuation of assets, tax reporting & service obligations - resolving multiple country level valuation and migration issues.

-Lead migration of all Asia, Europe & North America balance sheets to SAP.

-Lead migration North America businesses into shared servicesglobal payroll solutions.

-Design solutions for reporting interfaces and transactions with Sales Logistics for ~ 100 legacy processes enabled by in-house systems written by Hewlett Packard, parent to Agilent.

-Manage & monitor third party service levels, functionality issues, costs, change activities and compliance with contractual requirements the needs of the Company, globally, for accounting, IT, & HR.

1997-2000: Philips Electronics Division Controller and North America PMO

Remained as a consultant fororganizationswithin Philips to 2003

Efforts included launching an SAP solution in under six months, heading up the North America year 2000 readiness efforts related RFP’s while leading areas of acquisition integration as the Controller for the North America shared services center. Other accomplishments include:

-Lead efforts at a start-up shared service center for an SAP FI/CO implementation.

-Manage certain Philips North America efforts to integrate acquired entities into PeopleSoft SAP.

-Negotiate shared services fees, contracts & outsource arrangements, including IT support allocations.

-Support a National Product Division CFO Council with automation and cost reduction efforts.

1985-1997: Active US Army through 1991, periods of active reserves to 1997

-Completed BS degree in accounting during this period while running a small business & earning a CPA

1982-85, 92-93: CIBIS DBA, Project cost estimator & small business owner

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