Jan Klakurka, C.Dir., CPA, CA, MBA, CMC, APF, Dip.WSET

• SUMMARY: Tenure-track @ Huron, UWO • Curriculum Design & Development • Research • Experiential Learning Innovation • RENEWED: Tenure-stream appointment renewed in November 2014 • REPORT TO: Dean • KEYNOTE: “At the Intersection of Consulting, Research and Academia”, 2015, Delivered at: Complexity, Informatics and Cybernetics: IMCIC 2015 Conference • BEST PAPER AWARD: “Can Culture Act as an Enabler to Innovation”, 2015, Delivered at: Complexity, Informatics and Cybernetics: IMCIC 2015 Conference • TEACHING: Develop and deliver management and financial courses to senior undergraduate students in technical disciplines (strategy, advanced taxation, corporate finance, operations, advanced auditing) at Huron since 2012, while continuing to deliver senior-level strategy courses at University of Toronto (Rotman since 2011, more broadly on an annual basis each year since 2005) • ADMINISTRATION: Member of Experiential Learning Committee (2013-Present); Represent university at various school, recruiting, and community-focused events • CONSULTING: focus on part-time CFO/executive services, strategy, operations, finance & foresight/futures • RESEARCH: Interests include the intersection of strategic foresight, futuring & planning; sustainability performance management; the pedagogy business teaching in a holistic setting; and the wine industry • Earned Huron research grant in 2013 for foresight; applied for Insight Development Grant (2014) for foresight research as applied to innovation • INNOVATION: Huron Strategy Paid Internship Award for top-student; Rotman Real-Life Consulting Project; Huron Free Tax Clinic; UTM FastTrac seminar series concept now offered annually

MORE THAN A DECADE OF SUCCESSFUL TEACHING: Having started out at University of Toronto - Mississauga teaching Strategic Management, I have had the pleasure of meeting hundreds of top-notch students over the years. Now, for the past five years at Rotman, I have expanded my strategy teaching at my undergraduate alma mater. I absolutely love UofT students. I have also taught Management Control at Scarborough, but these days my courses are delivered in Winter, Spring and Summer terms (I get Fall off) at Rotman including the following: • Management Consulting (2011-present), designed and delivered this course since its inception • Strategy (2012-2015) • International Business (2012-present), including MBA section (2014) • Introduction to Management (2011-2015) • Strategy in the European Context (2014-present); a brand-new, Summer Abroad course I designed & deliver in Brno, Czech Republic to UofT students TEACHING & EXPERIENTIAL LEARNING INNOVATION: Since 2012, I have ran the Real-Life Consulting Project with Rotman Consulting students. This opportunity allows teams of students to engage with local organizations to conduct relevant and needed fully pro-bono consulting projects that have real aims, deliverables, and client interaction. This course has become very popular, as a result, with enrolment going from around twenty to over fifty in just two years. The organizations are very noteworthy and provide a chance to work in areas that are often reserved for a tiny minority of students, post graduation, including: • Sodexho (working with Vice President, Strategy) • Bank of Montreal (working with Director, Internal Consulting) • Purolator, 4 Projects (working with Senior Director, Strategy and Marketing) • Ridout Maybee LLP, local GTA Intellectual Property Law Firm (working with Partner) • Frontwater Capital, local GTA hedge fund (working with President) • Sillia Developments, virtual project in Regina, SK (working with President & ex-Deloitte Consulting partner)

Report to: President, in the capacity of effective head of Finance Corporate performance management, system for organization, covering budgets, strategic plans, target setting, succession planning, industry evolution, and talent development planning to guide organization through period of high growth Advise on M&A opportunities, including target evaluation, financial analysis, due diligence, and evaluation; assessment of recycling organization and several waste companies in a key growth market area for potential takeover, including integration considerations and pricing Seconded to assume general management responsibility for operating division, covering operations & admin. Development of asset maintenance and asset management system and associated processes across the organization Standardization and centralization of processes both in core operating activities and non-core back office functions to bring three regions together, enhance sense of shared culture, and gain efficiencies, including redesign of chart of account structure Developed understanding of key business, cost, and competitive drivers from analysis of businesses from the ground-up, including driver evaluation and analysis of routes Remediation of ERP implementation to garner understanding throughout the organization of best practice use of IT investments and enhance efficiencies Development of common reporting formats and standards, including evaluation of financial and management reporting formats, processes, and development for multiple levels of users Managing start-up of new secure shredding facility, including fit-out and transition planning Advise President on issues and opportunities across the organization for growth Implemented new standardized capital request and appropriations process across regions Restructured year-end audit support processes, managed corporate taxes, and signed-off on audited financials for holding, operating, and related companies

Business Development Support Acquisition Support ERP Optimization Change Implementation Process Redesign • Advised executives on new business development by providing risk identification, financial management insight, and operational and valuation analysis that led to winning of business in key new market (Alberta) and increasing revenue by $36M (50% increase), among other deals; prepared complex business cases to justify investment decisions, prepared valuation models to support bid process • Provided investment analysis, finance and taxation support for closing of $14M of real estate development investments, including complex structuring and integration within financial operations; developed strong relationships with partner management • Negotiated $40M financing for acquired and leased capital assets, including assessment, terms, scheduling, and underlying vendor management; Supported investment analysis, purchase & sale, closing and integration of $18M & $2M acquisitions; negotiated significant savings on operational leases by leading competitive bidding and negotiation process • Led annual audits for $300M consolidated entity and $75M subsidiary, liaising with external auditors, reengineering working paper development by leveraging ERP system in a formerly- manual environment, saving vast amounts of time; supporting internal audits from U.K. parent; Sold benefit of audit elimination for key private subsidiary resulting in $75K annual savings • Delivered and led, on-time & budget, multiple cross-company improvement initiatives with time, cost, and efficiency savings, including restructuring of chart of accounts/reporting, implementation of purchasing card to eliminate paper & improve control, implementation of Kronos time-management system, expansion of ERP functionality

• Project Manager, Supply Chain Shared Services for 16-Organization Consortium: Led a team of eleven (11) staff (including 3 partners, 3 senior staff, and 5 junior staff) in implementation of a new operating model for supply chain activities, for fourteen of the largest hospitals in the Greater Toronto Area (budget of over $1B). Advised Vice Presidents of Supply Chain, Finance and CEO on new model and led execution of process design, KPI framework, survey, contract consolidation, procurement-card, and maverick spend analyses and recommendations. • Process Lead, Global Equipment Manufacturer: Led the assessment of the process, information reporting requirements, and organizational model for the close and consolidation, reporting and analysis, and planning functions • Project Manager, Hospitals Group: Developed a new organizational model for potential combined strategic sourcing/accounts payable function to serve multiple hospitals, including managing development of procurement spend analysis • Co-Project Manager, Health Care Partnership: Co-led the assessment of back-office and selected clinical areas for inclusion in a shared service organization, working closely with senior executives of each partner hospital / health care organization; led strategic visioning workshop and development of business case, migration roadmap & messaging • Financial Consultant, Regulated Energy Company: Led the assessment, visioning, and redesign of credit & collections reporting and processes, including scorecard development • Finance and Procurement Lead, Aerospace Company: Led a feasibility study of cost reduction opportunities in Finance/Procurement; developed recommended transition roadmap to achieve savings through three ERP-enabled alternative application structures

Managed cash flow/forecast for Canada, executed daily trades, and assessed structured financing deal to fund investment in foreign subsidiary Supported dramatic growth of GM business in China; developed parts catalogue for Tier 1 suppliers in Shanghai, to encourage localization of production and simplify order process Supported sales/customer service by formulating product pricing strategies such as; introduction of luxury-car to W. Europe; impact of replacing Cavalier in Venezuela Uncovered a supplier administration charge inconsistency resulting in annual $300K saving Analyzed and benchmarked health care cost/utilization; modeled cash flows and pension benefits for spin-off of Delphi parts business Upon resignation, was offered immediate associate position in coveted New York Treasurers Office, one of only 3 GM Canada employees to be offered role in past decade

Report to: Partners Alcoholic Beverages, Retail, Travel, Services, Construction, Manufacturing Identified significant client billing issue, recommended new procedures saving $150,000 annually; conducted annual assessment of internal controls and wrote client controls letter Conducted due diligence engagement on behalf of acquirer of manufacturing facility; Accurately valued final balance sheet of micro-brewery to facilitate strategic sale by partnership Resigned to attend MBA school; open offer to return and help grow new forensics business and/or valuations practice

Report to: Partners Audit and Assurance, Controls & Tax Engagements Highly motivated, knowledgeable member of client teams providing advisory services Assessed and tested internal controls; created internal control letters for clients describing control weaknesses, implications and recommendations for improvement Led project planning and execution, including tax planning & research