Chief Financial Officer

BUILDING SHAREHOLDER VALUE THROUGH CLARITY,

Laurence C. Stabler... TRANSPARENCY AND PERFORMANCE IMPROVEMENT

**** ******** **** • Chevy Chase, MD 20815 • 202-***-**** • *********@*****.***

Hands-on Financial Executive, Strategist and Trusted Business Partner who leverages extensive

analytics, operational, risk management and business expertise to drive turnaround, organic and

inorganic growth, improve the bottom line and enhance organizational viability. Whether mitigating

risk, strengthening liquidity, reducing operating costs or divesting unp rofitable business units,

continually focuses on bringing value to multimillion/billion -dollar private, publicly held and/or

PE/VC-backed companies across a range of industries. Possesses unique ability to distill and

communicate complex business data to internal and external stakeholders, including C-suite, Board

of Directors, key decision makers, and investors. Regarded as an organizationally and personally

courageous leader with passion for working in collaboration with others. Notable contributions and

strengths include…

Performance: Replaced outdated, disjointed accounting system with best-in-class ERP system at Bates

White, LLC that integrated and streamlined all accounting functions; significantly reduced write -downs

and write-offs; reduced DSO; increased profitability; and improved efficiencies.

Fundraising: Increased line of credit by 80% at Bates White and secured $45M of senior and

subordinate debt at OAO Technology Solutions.

Risk Mitigation: In the face of the declining US dollar attained $500K savings within one year through

the design and implementation of foreign currency hedging program at OAO Technology Solutions.

Budgeting / Forecasting: Reduced budgeting process from six to fewer than three months at OAO

Technology Solutions. Streamlined cumbersome process by focusing on key metrics and eliminating

volumes of irrelevant data greatly enhancing forecasting and decision-making processes.

Bottom-Line Improvement: Improved OAO Technology Solutions’ EBITDA 20% and accrued $2 M annual

savings by assessing operational and business unit cost structures, eliminating redundancies and closing

unprofitable business units.

Critical Competencies for Tangible Business Outcomes

Strategic, Financial / Operational Planning M&A / Due Diligence / Joint Ventures

Financial Analysis, Reporting and Planning Private Equity Investments

Cash Management/Working Capital SEC Filings and Management Reporting

Risk Management Internal Systems, Controls and Audits

Foreign Exchange Hedging Regulatory, Tax and US GAAP Compliance

Performance Metrics (KPIs) Systems Implementation and Integration

Budgeting / Forecasting Multinational, Cross-functional Talent Acquisition

Cost Analysis, Controls and Reductions and Leadership

Delivering Business Growth, Profitability and Efficiency

through Financial Leadership and Business Acumen

BATES WHITE, LLC, Washington, DC 2004 – 2014

Economic litigation support consulting firm with annual revenues of $75M.

CHIEF FINANCIAL OFFICER (CFO), 2007 – 2014

INTERIM CIO, 2011 – 2013

DIRECTOR OF FINANCE, 2004 – 2007

Recruited into rapid growth environment, as Director of Finance, but immediately assumed de facto CFO role. As

first finance executive, brought formality to processes and procedures, developed metrics and streamlined

accounting and finance functions. Reported to Managing Partner and Chairman of the Board of Directors.

Oversaw treasury, tax, financial planning, auditing, payroll, accounts payable (A/P), and accounts receivable

(A/R).

Laurence C. Stabler Page 2

Led and managed purchase and company-wide implementation of best-in-class ERP system, completed three

months ahead of schedule with no disruption to internal processes and cash flow.

Designed and implemented transparent and efficient management structure to support doubling of revenues,

from $35M to $75M.

Secured 80% increase in line of credit by validating firm’s financial strength and stability.

Redesigned and implemented $5M incentive compensation plan.

Evaluated and modeled alternative ownership structures to determine potential/additional options for

expanded growth and profitability.

Renegotiated and finalized lease for 60,000 square feet of office space to include multiple options for

expansion (up to 100,000 square feet).

Limited 401(k) and employee benefit costs to ~5% increase upon transition to new providers.

As interim CIO, directed 12-person IT staff; purchased one petabyte (PB) storage array; enhanced processing

capabilities of SQL database; developed SLAs for help desk; and designed disaster recovery plan requirements.

OAO TECHNOLOGY SOLUTIONS, INC., Greenbelt, MD 2000 – 2004

Former publicly traded software and information technology outsourcing firm with annual revenues of $185M.

VICE PRESIDENT OF FINANCIAL PLANNING

Brought into firm in a strategic role, supporting organic growth th rough acquisition analysis, financial modeling and

working closely with the Board, CEO, CFO, equity group and banking institutions.

Secured $45M senior and subordinated debt to support transition from publicly held to privately held group.

Reduced monthly close from 15 to 8 days by restructuring financial reports.

Supported preparation of SEC filings (10-Q, K-1).

THE IT GROUP, INC., Washington, DC 1998 – 2000

Former publicly traded environmental engineering and construction firm with annual revenues of $1.2 B.

CONTROLLER, CONSULTING AND VENTURES GROUP

Following acquisition of Fluor Daniel, retained to lead financial due diligence team for proposed $150M acquisition.

Reported to group President and Vice President of Finance. Oversaw 40-person accounting department that

supported $250M business unit.

Improved cash flow, reducing DSO 25% through organizational restructuring.

FLUOR DANIEL GTI, INC., Irvine, CA and Norwood, MA 1993 – 1998

Former environmental construction subsidiary of Fluor Corporation. In 1998, f irm acquired by The IT Group.

Promoted to progressively responsible positions following acquisition of Groundwater Technology, including Vice

President of Finance for company with $200M in annual revenues. Reported to CFO, supervised four US and

international finance managers.

Prior professional progression: District Finance Manager / Financial Analyst, Groundwater Technology, Inc.

(acquired by Fluor Daniel); Director of Marketing / Senior Geologist, Ransom Environmental Consultants Inc.; and

Geologist, GEI Consultants, Inc.

Education

MS, Finance

Boston College, Wallace E. Carroll Graduate School of Management, Chestnut Hill, MA

BA, Geology

Middlebury College, Middlebury, VT

Certifications and Affiliations

Certified Management Accountant (CMA)

Certified Financial Manager (CFM)

Member, Institute of Management Accountants, 2002 – Present

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