Mark Dildilian / Applicable Experience

1. Mark Dildilian / Applicable Experience I. Personal Profile and Approach:Experience, profile, personal management philosophy and business development and marketing methodology (thought leadership) II. Current Status:Consulting project for a major software, wireless and technology firm (development of a “first-phase” strategy, initiative, assessment and project alignment strat-model) III. Brand / Product Development and Innovation:Advocated and launched new corporate initiative targeting technology and extending the brand beyond the core product line (ability to innovate product [SW / HW] and penetrate new markets and increase brand awareness) - Lexmark IV. Strategy Development:Strategic marketing / brand initiative targeting value and positioning, across diverse market B2B sectors (developed corporate methodology / implementation plan, direction and brand messaging) – Lexmark V. Program Management:Development and implementation of “state of the art” solutions innovation center (top corporate initiative / developed industry std.) - Lexmark VI. Strategic Marketing & Implementation Planning: Developed and implemented strategic / tactical customer insight marketing and competitive “knockout strategy” to include (BI) Business Intelligence / (DSS) Decision Support Systems (covering four divisions of the organization) – Reynolds & Reynolds

2. I. Mark A. Dildilian / Personal Profile Diverse marketing background, providing leadership and innovation in achieving planned goals and objectives Senior Level Research, Analyze and Direct EXPERTISE Problem Solving Employ Strategic / Tactical Thinking Methods Innovate, Communicate, Implement • Competency • Management • Customer. Sat. • Research • Branding • Prod. Dev. • Prod. Markt. • Project Mngmt. • Promotion Dev. • Best Practices Ability DELIVERING GROWTH • Communication • Effective Presenter • Public Relations • Collateral Dev. • People Skills • Motivator • Diplomat • Written • Verbal • Sales/Marketing • Enterprise (B2B) • Consumer (B2C) • Vertical Markets • Super Store • Distributor • Channel • CPG • SMB • OEM • Business Acumen • Business Development • Strategy Development • Tactical Planning • Manufacturing • Innovation • VOC • P&L • Skills • Leadership • Coaching • Facilitator • Training • Education • Sales Enabl. • Organizational • Development Management Skills Proven Background EXPERIENCE Management - Sales/Marketing/Branding, Strategic Planning, Product Management & Marketing and New Business Development

3. Organizational Philosophy / Understanding of Management & Execution Management & Execution Vision Skills Incentives Resources Action Plan Success Skills Incentives Resources Action Plan Confusion Vision Incentives Resources Action Plan Anxiety Vision Skills Resources Action Plan Gradual Change Vision Skills Incentives Action Plan Frustration Vision Skills Incentives Resources False Start

4. APPLICABLE EXPERIENCE / Understanding the Paradigm in Customer Relationship and Brand Management • Evolve loyalty to brand / VP • Flexibility to customer • Innovation originality • Customer centric • Sustainability • Authenticity Customer Management Driving for Success Directional Focus Traditional Approach Non-Traditional Approach • Employ new outreach tactics • Operational practice • Behavioral change • Segment specific • Consistent with • today • Cost / Supply /Demand • Product alternatives • Loyalty to channel Customer Control

5. II. Current Status • Latest Project / Strategy Development Initiative – Major Software, Wireless and Technology Firm: • Assess and benchmarked “current state” of top-tier technology companies • Target expansion of new product innovation in the technology space targeting application software solutions and overall development of strategy and integration framework: • Improvement to workflow innovation (what does it look like?) • Strategic assessment of current technology OEM’s (what is their current strategy?) • Future state and trends in technology innovation development (what lies ahead?) • Premise: An increasing number of organizations are looking to equip their employees with new leading edge technology, software applications and new “types” of technology devices designed to seamlessly drive workflow automated applications, improved business process capabilities, enhance productivity, cut cost and increase revenue (e.g. new WEB / wireless enabled technology). • Scope of Project: Target the development of wireless and mobile computing products, new technologies and the strategy to integrate them into a "future-state" of new applications / solutions (cloud) and new services. Target markets: Phase I: Enterprise – Cross Industry and Vertical LOB’s (e.g. automotive / smart-car) / Phase II: Consumer (e.g. smart-phones and tablets) • Area of Impact: The surge in demand for tablets, e-readers and smartphones has provided a reliable means for users to access their documents and information anytime and anywhere, thus enhancing opportunities for new concepts in innovative products and services (i.e. applications, solutions and services). This demand will require all technology OEM’s to embrace product innovation. This has the potential to further drive industry consolidation: • Technology OEM’s include / not limited to: cloud, wireless, app-store firms, chip, software, hardware and support, services firms • Up tick in M&A’s (e.g. 2010 accounted for 105 major M&A’s vs. 52 in 2009) • Drivers: Virtualization and cloud technologies, mobile applications, analytical / diagnostic software and security software etc. • Results: Developed methodology and practice for the “first phase” strat-model and review.

6. SWOT Analysis / Software Innovation Initiative (Drivers – Anchors) Helpful to Achieving Objective / Harmful to Achieving Objective • Strengths • Industry leader • R& D capabilities • Proprietary technology • Expansion w/technology focus (e.g. cloud) • Strong industry growth prospects • Diverse and emerging customer base • Diversified and profitable business operations • Weaknesses • Global sourcing / dependence on suppliers • Potential issue: (off-shore IP issues - China) • Standard digital and analog workflow software • Probable to (very) limited margin erosion in key sector Appendix C Appendix D • Opportunities • Strategic acquisitions • Increased R&D spend • Innovation “uniqueness” • Emerging global markets • Aligned vertical market opportunities • Threats • Rapid technological changes • OEM technology and competitive pressure • Global economic conditions /cost pressures • Industry consolidation challenges by OEM’s • Industry consolidation currently in process: • 8 yrs. M&A activity in sector • HP, Cisco, IBM, Intel, Oracle seek “specialist” SW firms • New Technology to be viewed as “service / support models” • Apple / like products considered production elements within IT Appendix E Appendix F Drivers of Change – Org. Attributes / Anchors of Change – Org. Attributes Appendix G - H

7. Alignment Strategy /1st. Phase 1st. Phase Approach Target Audience IV. Realization I. Information Value Driven Decisions Sustainability New / Core Technology Resource Intensive Customer Centric Future Technology State 1st. Phase Customer Loyalty Applications / Solutions Customer Satisfaction Innovation Originality Value Creation Customer Segmentation III. Tactics II. Knowledge Focus Positioning Drivers

8. Applicable Example III. • Brand / Product Development and Innovation - Strategic Brand / Line extension Initiative – Lexmark: • Implemented Document Capture strategy targeting cross-industry / vertical / SMB MFP-based workflow applications, solutions and services • Evolved corporate marketing culture to adopt the brand / line extension concept • Developed vertical deployment strategy to communicate customer process improvement metrics • Results:Implemented initiative and formed base for new cross-industry / vertical LOB workflow applications, solutions and services that drove new key account sales (e.g. Boeing, U.S Army). • Employed brand extension concept by integrating new technology beyond core product line and core capabilities (built brand awareness via business process and technology expertise). • Initiative aligned with corporate business development priorities in supporting and driving new managed services offerings and new product (HW / SW) portfolio enhancements. • (Example is specific to banking and was applied successfully to other vertical LOB’s such as: healthcare, education, retail, pharmacy, general business manufacturing, banking, finance , insurance, government, legal, transportation, telecom-utilities etc…).

9. “Early Capture” “Late Capture” • Best applied to: • High volume routine processes ---> Accounts Receivable Processing • Collection & capture at central processing site • Single document type/single or multiple source • Final step processing, archive & shared access • Best applied to: • Hardcopy intensive and time-sensitive processes ---> Loan Application Processing • Processes initiated at remote company sites • Multiple document types/mixed sources • Drive an automated business process Fundamentals of Document Capture Traditional Centralized Capture Distributed Capture Seattle Seattle Boston Boston ECM/BPM System Central Scanning Center Los Angeles Atlanta Los Angeles Atlanta

10. 5 4 3 2 1 Lexmark Distributed Capture API for Kofax / Ascent Capture Process User inserts document into the ADF and selects the proper LDD profile icon LDD server prompts user to enter credentials: • Manual • Automated Authenticates with designated databases: LDD Server • LDAP • Active Directory • ECM User List • Other Creates metadata values: • Prompted manual entry • Barcode interpretation • Optional external database calls Transfers image & metadata via API into Ascent Capture which in turn confirms delivery to LDD server eTask Interface Ascent Capture Server • Secure • Easy to use • Interactive • Customizable • Flexible

11. Process Assessment - Centralized Capture (Loan Application Approval Process) OVERNIGHTCARRIER DAY 2 & DAY 3 DAY 4 DAY 1 Approval Completed Document Preparation Approval Process Initiated Ship to Central Processing Center • Application Completed • Submitted at Branch • Process Initiated • Scan • Index • Validate • Enter into ECM • Process currently takes 3.5 days from origin to approval • Direct costs for transportation and capture = $22.50 per application envelope • Current process requires hardcopy to be handled by at least 7 or more different people • Bottlenecks include document loss or misplacement and trailing document entry

12. Process Assessment - Distributed Capture (Loan Application Approval Process) DAY 1 DAY 1 Approval Completed Images and Metadata Sent Over Network to Kofax Ascent Capture Documents Captured and Pre-indexed at Branch • Application Completed • Submitted at Branch • Process Initiated ECM/BPM Confirmed Delivery Improves Productivity • Eliminates paper handling by 5 people Enhances Customer Satisfaction • Streamlines process by 2.5 days • Increases precision - few errors, loss & misplacement • Faster decisions (1 day versus 3.5 days) Reduces Costs • More accurate decisions (increased accuracy & fewer errors) • Eliminates transportation costs • Reduces total costs by $18.00 per transaction • Instant access to vital information(seconds versus hours or days) • Lowers compliance costs

13. Applicable Example IV. • Strategy Development / Strategic Marketing / CIO Outreach Initiative - Lexmark: • Assessed “current state” of industry competitors • Customer retention / acquisition strategy - review • Assessed and revised new “value proposition” • Development of targeted CIO outreach approach and organizational marketing alignment strategy and model • Marketing and Brand message development • Results: Improved sales by 20% in lead segment, successfully increased brand image and purchase consideration.

14. HP STRATEGIC ASSESSMENT & STRATEGY by TARGET OEM / Output Space Xerox Canon / Oce’ Ricoh Lexmark Acquisition / Prod.. Space Opportunity Indigo (software focus) iGen (pages and apps) Align w/future partner (OCE’) Production Printing Line (dist. NexPress Production Focus on Solutions / Applications Expand / Defend Production Output Business (High SG&A) • Full Line HW, SW & Service Provider: • - Investing in production products / services (TCM) • - Developing new software capabilities -Leverage / Focus on Acquisitions - Protect copier footprints / pgs . - Leverage service infrastructure -Focus on Convenience -Focus on Efficiency : Reduce / move centralized pages - Low SG&A - Explore Acquisitions - Leverage strong Color & MFD HW - Leverage Oce’ partnership - Match CAHW - Utilize mix of own service infrastructure & IKON reach Departmental - Offer vertical solutions - Own distr. laser prod. technology - Optimize Industry WFs & output infrastructure - FOCUS! EFFICIENT! FLEXIBLE Building direct sales, solutions & network capabilities Expanding healthcare focus $90M revenue - Offer horizontal sol’s. - Source new laser HW - Focus on IT & Output - Infrastructure - Optimization Incr. scale / reach via products & efficient product channels Building direct sales & solutions dev. capabilities (MEAP, solution partnerships) Distributed

15. VALUE DEFINTION / CIO Outreach Initiative Target: Fortune 1000 (expand reach and type of internal contacts) Issues: Fortune 1000 account penetration Performance, Feature, Function, Benefit, Security, Support BRAND VALUE = Dollar amount “spend” willing to pay • Target & Issues: • Customers at Risk (*7%) • 50 Products • 2 Value propositions (per product) • 2 Key contacts in an organization selling into a Fortune company • 4 Competitors in each product category • 5 Paths to get information to a customer • 5 Drivers in the decision making process: • Career Path • Cost • Efficiency • Ease of Doing Business • Authenticity Up to 250,000 Bitsof information to manage by a customer • Customer Performance Expectations: • Fast as I need • Look that I want • Reliable as I demand • Works with my applications • Is it secure and will I receive support

16. Lexmark Marketing Alignment Strategy & Model / Customer Acquisition & Retention Strategy - CIO Outreach Program Enterprise • Value Definition • Performance • $ Spend • Category Management • Customer Loyalty • Profit / Sales • Inventory • Share Brand, Messaging and Positioning Positioning • Delivery of • Products & Services • Critical issues • Identify trends • Key processes Customer Satisfaction • Tactics: CIO Outreach “Road Shows” • Via CIO Magazine partnership • Plans • Campaigns Marketing Activities Non-Traditional Traditional New Path Targeting New CIO Message and Outreach Competitive Gaps • Competitive • Gaps • What was better • Competitor edge • Execution Channel, LASF, Direct (How / What did they buy?) Distribution • Government (Fed. / State / Local) • Healthcare • Education (K-12 / Higher ed.) • Finance (Banking / Insurance ) • Retail • Manufacturing • Other: Telco, Transportation, Utility Customers at Risk • Customer • Delight/Value • How did we delight • Value points • What P&S would • customers want to • partner on Vertical LOB Customer Delight/Value Customer Acquisition / Retention Product Capabilities • Solutions • Applications • P&S Offerings (*7% Customers at Risk) Customer Loyalty • Why do • Customers Defect • Where do customers go • Education points • Anchors of change • Economics • Emerging Technologies • IT Alignment / Security • Industry Leader • Partnerships / Alliances • Strategic Fit Importance Criteria by CIO (Hot Buttons) Identification of New Target * Avg. cross-industry metric

17. Lexmark Embedded Solutions Framework (eSF) CIO Outreach Initiative: - Brand Messaging Simple: Works the way you think it should • Intuitive • Immediate • No training required Adaptable: Works the way you work • Icon enabled • Personalized for your business needs • Point of scan workflow Seamless: Works without worries • Integration • Networking • Real time Lexmark e-Task Interface Lexmark Security Simple: Technology the way you want it • In the box • No middle ware required • Cost less Adaptable: Technology the way you need it • Expanding capabilities • Ready for the future • Designed to work for you Seamless: Technology to exceed your expectations • Security focused • Open standards • Reliable Simple: Security the way you want it • Supports industry standards • No middle ware required • In the box Adaptable: Security the way you need it • Protecting your assets on the network • Snaps into existing infrastructure • Portfolio of security options Seamless: Security that exceeds your expectations • Emerging authentication methods • Leading new industry standards (e.g. P2600) • Industry proven solutions

18. Applicable Example V. • Program Management - Development, Launch and Implementation of Lexmark’s Print and Solutions Showcase (customer innovation center): • Developed strategy targeting cross-industry / vertical markets • Showcase Lexmark technology (print, scan, capture, manage) applications,solutions and services • Employed new technology to demonstrate document management (SW / HW) and workflow expertise • Results: Achieved a 26% year-over-year increase in overall briefing activity and experienced 1,096 customer visits in first year of Innovation Center operation. • Shortened sales cycle in key LOB’s (24 mo. to 16 mo.) / closing increased 25%. • Center acted as a development and test platform for the development organization. • Center instrumental in training approx. 650 sales reps/AC's/SE's etc. within the first year (to date the Innovation Center center remains a key element in corporate-wide sales training and certification efforts). • Developed flexible library of app's / sol's that could be change in and / or out within minutes to accommodate and custom tailor events on the fly… Established library of 196 apps. / sol’s. across 14 vertical LOB’s, SMB and enterprise sectors. • Center served as a platform for all product launches, media & PR events, the annual CEO Wall Street Analyst Day etc... • Expanded reach by launching and implementing 18 other mini-satellite centers in all US sales locations (e.g. N.Y. sales showcase center) and added technology centers in Canada, Mexico, Brazil, China, Australia and Paris. 

19. Lexmark Solutions and Innovation Center / By LOB Branding Managed Services Manufacturing Pharmacy Healthcare Finance/Banking /Insurance Retail Government Ed/Util./Trans./Telco./Legal

20. Applicable Example VI. • Strategic Marketing & Implementation Planning - Customer Insight Initiative – Reynolds & Reynolds: • Successfully developed and integrated both the CSI(Customer Satisfaction Index) Annual Baseline Study and VOC (Voice of the Customer) programs across three corporate divisions into “ONE” Organizational, Customer Advocacy and Customer Loyalty Model based on (BI) Business Intelligence / (DSS) Decision Support Systems • Obtained key knowledge / customer insights of competitive customers vs. own customers that developed into a competitive “knockout” strategic marketing and communications strategy and campaign targeting product value, quality, industry expertise (e.g. professional services / consultative sales etc…) • Results: Initiative yielded a 2% increase in industry share and developed • new model that provided real-time proactive information on own and competitive customers.

21. Organizational / Customer Advocacy Model • Evolve the Baseline / Identify Weaknesses • To Develop: • Critical Pathing / ”Points of Pain” • Root Cause Identification /Actionable Information • Pre-emptive Competitor / Marketing Strikes • Improved Decision Making Processes • BY: • Segmentation: Enterprise, Traditional • Ownership Stage: Sales, Install, Training, Post Sales • Ownership cycle : 0-1 / 1-4 / 5+ Years • Which Will Be In-Line With The: • ASI Study / & • New Corporate Restructuring Initiative: • Automotive / Healthcare / Forms / • General Business CSI Recommend Repurchase Loyalty Enterprise Traditional Strength – Weaknesses Opportunities “Points of Pain” Delight Factor to Keep Life-Long Customers “Drill Down” Segmentation Stage of Ownership Perceived Value Competitive Advantage • Primary • Secondary • Maintain Essential Business Processes Product Realization / Development Customer Fulfillment Service & Support Admin. Marketing • Sales • Install • Training • Contract • Billing • Ordering • NCSC • Field • Support • New Customer • Existing Customer • Specific • Products / • Services Baseline Questions Subset of Questions designed for Pre-Emptive Competitive Strike

22. Organizational - Impact & Functional Scorecard / Model (Business Intelligence / Decision Support Systems) H I gh Focus on Improvement Strength in Performance / Leverage Area of Impact Secondary Area of Focus Maintain Performance L ow Low Area of Impact High