CFO

Jorge A. Perez

***** ***** ***** *****

Lake Oswego OR. 97034

503-***-**** & 503-***-**** (mobile)

E-mail ********@*******.***

EXPERIENCE

Principal CFO Holiday Retirement Corporation: January 2010 - Present

The principal CFO for Holiday Retirement Corporation is responsible for all financial matters of the company, including but not limited to ensuring an efficient capital structure, debt, cash management, taxes, general accounting, debt management and all operational finance outcomes. The position oversees $6 billion dollars in assets, $1 billion dollars in revenue and $250 million in NOI generated in 313 communities across the United States and Canada. The position is responsible for managing 70 team members.

I worked as a key member of the team that renegotiated an extension to a $2 billion dollar FNMA note. Other debt renegotiations include the refinancing of three construction loans worth $65million and the renegotiation of a $625 million debt structure for 34 Canadian properties. Other major projects included the purchase of two Home Health Care companies over the past six months. These purchases will yield 27% return upon stabilization.

Key projects executed include the change of the corporate chart of accounts, allowing for planned growth initiatives, creating and driving a G&A reduction plan valued at $28 million dollars and the installation of a BI (Business Intelligence) platform. I also successfully led the outsourcing of A/P and the installation of the Arriba A/P process. In addition I restructured the finance team in both Accounting and FP&A, and I have direct responsibility for the Asset Preservation and Procurement functions.

Senior VP of Finance for North American Lodging Operations Marriott International: June 2007 – December 2009

The SVP for NALO for Marriott International has a matrix reporting relationship to the Executive VP of Global Finance and Accounting and the President of North American Lodging Operations. This position is responsible providing financial support

to the President of NALO and other Lodging business leaders. The key focus is the overall financial results and the development of financial business strategies to maximize profitability and growth. Responsibilities include the financial performance of all managed hotels in North America and Canada. These hotels generate over $4 billion dollars in total revenue and over $1.2billion dollars on total management fees for Marriott.

While in this position I have led contingency planning efforts resulting in actualized savings of $105 million dollars in 2008 and budgeted savings of another $87 million in 2009. This was accomplished through the establishment of formal benchmarking exercises where all properties were responsible for achieving best in class performance. Also we have designed a new organizational model for financial leadership in the market where we envision savings of $2 million dollars coupled with a more current model for professional growth for our key financial leaders. In this position I lead a team of 16 people in the corporate building and 3 CFO’s in the field. Indirectly over 500 hundred finance people report into this organization.

CFO and Regional VP Finance Central Region North American Lodging Operations

Marriott International September 2002-June 2007

As the financial leader for the Central Region of NALO financial results have been consistently delivered as measured by exceeding budgeted house profit, achieving flow through to budget and previous year as well as consistently improving regional productivity. For over two years financial focus has been driven by a property centric strategy requiring the regional finance team to visit properties twice a year and ensure compliance with Summary Risk Assessment requirements (internal controls). In 2006 the Central Region led NALO in the implementation of the Full Service Profit Initiative specifically at smaller sized hotels throughout the region adding over $2 million dollars in non-budgeted profits. In the areas of establishing change the Central region led North American Lodging in establishing aggregate Shared Services accounting without increasing costs to the properties. This function has been responsible for identifying savings of non optimal shared service units including the consolidation of the New Orleans ARSO in Atlanta and the Orlando ARSO in Miami with savings in excess of 600K to the properties.

While in this position the focus on developing financial leaders throughout the enterprise has been a top priority, 6 Directors of Finance and or assistant controllers have been promoted to the Ritz Carlton and other brands. We have also taken a leadership position in talent acquisition by hiring external talent into open positions in difficult to source markets.

Self development has been achieved by attending the Coaches Training Institute. This has assisted in accelerating leadership tools used daily in the CFO role. In addition, I attended a 4 week Executive Development Program sponsored by Marriott. I also attended extended education courses in commercial real estate finance and transactions at the University of Wisconsin Madison in 2007.

CFO Schering-Plough Health Care Products September 2001- September 2002

Responsible for the worldwide finance function of Schering- Plough’s Over-The-Counter Division a $1.0 billion businesses. Schering-Plough HCP consists of four strategic businesses units: Footcare, Suncare, OTC and international. Report to the Business Unit President and have a dotted line to the CFO of Schering Plough. Directly lead a U.S. professional staff of 54 and an international staff of 12 on a dotted line. The organization is highly decentralized with five regional sales offices servicing specific regions and or customers. Each region is an independent team and is directed by a Regional General Manager. Each team has a regional CFO with strong dotted line relationship to the Division CFO.

- Redefined the role of the Regional Financial Managers to one of Regional CFO’s. Redefined the position’s core competencies in conjunction with the Regional General Managers. The end result was a more business focused and customer oriented role. In addition, succession plans for all regional CFO’s were developed.

- Lead on the Suncare Business Model Task Force. The mission is to improve the profitability of the Suncare business. The focus was on terms of sales of non-seasonal Suncare products and their exclusion from the returns privileges offered to customers. The targeted improvement of profitability is 25% of the sunless category. Plans are in place to establish the model for the 2002-2003 Suncare Season.

- Provided the financial support and business acumen for the evaluation and subsequent offer to purchase an Elastic Health Support Business for the amount of $300 million.

- Supported the efforts to restructure the Suncare business in Japan. The objective was to grow sales by replacing the licensing and royalty model to a fee for service contracted distribution model providing marketing support. This allowed for both control of the marketing initiatives and the booking of sales to the divisions P&L improving overall profitability through increased margins and controlled expenses.

- Currently driving the effort to revamp the Trade Promotion Model. The model, an industry accepted practice is currently under pressure as newly adopted accounting rules have shifted the financial burden of trade promotion expenses to the top line. Creating the need to better understand the ROI on funds committed to the customer.

- Presented the HCP Operating Plan to the Schering Plough Operating Committee

EXPERIENCE (con’t)

Director of Finance 1997-2001

Schering-Plough Japan

Finance Leader for the Largest International subsidiary in the Schering-Plough System. Japan represents SP’s second largest market in the world after the U.S. Subsidiary sales grew from $365 million to over $500 million during the four-year period driven by new products and the acquisition of two Animal Health/Veterinary businesses. I directed a department of 34, all Japanese nationals. The functions under direct accountability included Accounting, Financial Planning, Operations Analysis, Marketing Finance, Promotion Accounting and Information Systems.

- Supervised all aspects of financial management including P&L and cash flow performance, productivity, investment analysis, outsourcing analysis, make vs. buy decisions, acquisition and due diligence support, annual budgeting, fx hedging, as well as statutory, tax, and US GAAP reporting

- Prepared two strategic White Papers for SPKK, one in 1997 and a second in 2001. The objective of the papers was to define the growth strategy for the subsidiary to be either organic or through M&A.

- Participated in the purchase of Japan’s second largest animal health company (Takeda Animal Health) and the smaller Fujisawa Animal Health business. Provided the financial support required during the process of M&A, also participated in the drafting and approval of contracts, and overall structuring of the deal. This process required working together with the corporate business development group and being a member of the negotiation team for both of the acquisitions.

- Successfully negotiated a co-marketing deal with a major Japanese pharmaceutical company for the co-marketing of Peg Intron, SPKK’s major pipeline product.

- Led negotiations for the sale of theophylline in Japan to Mitsubishi Tokyu Tanabe total sales value of $14 million.

- Developed and implemented a fully integrated corporate compliance program. The objective was to establish a program with controls, accountability and validation of regulatory processes on all aspects of the business. The outcome of the initiative was SP’s most complete compliance program implemented to date.

Director of Finance & Operations 1994-1997

Schering-Plough Del Caribe

Responsible for finance, information technology, purchasing, distribution, technical and site services in addition to the human resources function for the subsidiary whose sales totaled $100 million. Directly supervised a team of 26 people. The position was responsible for all aspects of financial and business management.

- Major accomplishment was the implementation of pay for performance incentive program for the field force. This included the design and technical evaluation of the program as it relates to potential payouts. The outcome of this initiative was a highly motivated sales force, compensated in accordance to their individual performance, a key in driving the growth of the business.

- Implemented a new Technical Services Department managing adverse event reporting, sample management, returns and destruction of non-saleable goods. The team was responsible for implementing controls, minimizing pilferage and compliance with all FDA regulations.

- Through the analysis of balance sheet saved the subsidiary $35 million in excess inventory D&O reserves. Established methodologies precluded the fact that inter-company profits were included in cost of goods.

Controller Schering-Plough Las Piedras Operations 1991-1994

The principle charter of this position was to overlook the assets and operations of the manufacturing facility. Responsibilities of the controller included all financial and accounting functions related to the manufacturing operation including the management of the information systems area. Major activities included cost accounting and analysis, capital planning, analysis of other Production costs overall P/L and tax responsibilities.

- Introduced Claritin to the manufacturing site the largest selling Antihistamine in the world. This required an intensive management of manufacturing costs. In addition I supervised the management of a $12 million capital expansion to accommodate the product.

EXPERIENCE (con’t)

Manger of Tax and Treasury 1989-1992

Schering–Plough Manati Operations

The responsibilities included management of the cash portfolio and credit and collection functions for worldwide sales. Also a major part of the responsibilities included analysis and control of the annual capital plan which at the Manati facility exceeded 20 million dollars. I Supervised the Tax Analyst who was in charge of U.S. and P.R. tax returns. Further into the job I was made responsible for coordination functions related to external and internal audits.

- Supervised a total of four people, one Tax Analyst who was in charge of U.S. and P.R. tax returns, one supervisor of cash and collections and two accountants

- Accomplished the implementation of an Electronic Cash Management System providing controls over all wire transfers and efficiencies in the investment accounting process

Manager of Tax and Treasury 1987-1989

Hewlett-Packard Company

As a major tax haven for Hewlett-Packard, the company held significant amounts of cash on the island to improve the tax position of the corporation. It was my responsibility to manage the portfolio, which at times reached seven figures.

- Management included the timely and efficient movement to funds throughout the HP system

- Development and selection of tax efficient instruments, in this area I structured in conjunction with the Government Development Bank of Puerto Rico a special issue of tax free mortgage backed securities, having HP as the lead purchaser in the offering.

- Preparation and filing of the local statutory tax return

EDUCATION

THE UNIVERSITY OF PUERTO RICO Rio Piedras P.R.

M.A. in Economics graduated Suma Cum Laude 1981

President of the UPR Economics Majors Student Counsel

THE UNIVERSITY OF PUERTO RICO

Bachelor of Arts Economics 1979 Rio Piedras P.R.

INSEAD Fontainebleau France

Global Leadership and Business Management March 1996

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