TailoredBusiness ConsultingThe new approach

June 2016

Agenda

1. Why Tailored Business Consulting

2. How It Works: Tailored vs. Traditional Business Consulting

3. deMonte & Network’s Credo and Values

4. Alberto de Monte’s Resume

5. Industry Competency and References

6. deMonte & Network’s Service Areas

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A business consultant is like a doctor: you choose him for his experience and trust that he can solve your problem

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"Counselors to the sovereign must be worthy of their position; their knowledge, abilities, and experience must be adequate to the advice they give.

Furthermore, the motivations and goals of a counselor must be the same as those of the sovereign or discord will ensue.

The best kinds of governments are those administered by sovereigns privy to the advice of counselors".*

*Source: Thomas Hobbes - Leviathan, Book II, Chapter 25 "Of Counsell"

Tailored Business Consulting: The Definition

Tailored Business Consulting vs. Traditional Management Consulting

Unlike traditional consulting firms, deMonte&Networkoperates through expert independent consultants

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TraditionalBusiness Consulting

Consultancy C

Consultancy A

Consultancy B

Consultancy C

Consultancy D

THE CLIENT PAYS FOR A BRANDED

PYRAMID OF AVAILABLE

CONSULTANTS

Senior resource with relevant expertise to

the client needs

TailoredBusiness Consulting

THE CLIENT PAYS FOR

SENIOR AND EXPERT

CONSULTANTS

Pyramid of fungible junior and senior resources based on

contingent availbility

Limited pool of mainlyjunior resources

Vast pool of senior independent consultants

Marketplace of independent consultants

client-centricity: every assignment starts from the client issues and ends with client tailored solutions

deMonte&Network’s credo and values

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deep dive analyses: we do not analyse issues "top down" only, we want to understand deeply in order to make sure we reach the best conclusions

confidentiality: by no means we will disseminate your company's confidential information

unbiased judgement: our work is not aimed at obtaining a second assignment; the recommended solution is not biased by vested interests

integrity: we do not compromise; we only take on assignments that we can successfully deliver and that have the potential to generate utmost client satisfaction

Alberto de Monte has over 20 years of work experience, of which 15 in management consulting at the service of multinational companies (5 of the top 20 Fortune Global Companies), large enterprises and SMEs. For SMEs Alberto worked both for the entrepreneur / management and for corporate banks / investment funds. During his career Alberto has led nearly 100 projects in 7 European countries, in the US and Argentina; he has travelled to 20 countries in 4 continents for business trips and has worked with over 500 managers.His experience is rooted in industrial manufacturing and service sectors such as automotive, transportation, aerospace & defence, production equipment, oil & gas, and ICT. He focuses on business development, direct cost optimization, and implementation of strategic and structural change projects. Through his experiences Alberto has developed his own credo which is based on profound intellectual honesty, as described by the British philosopher Thomas Hobbes in his book Leviathan "Counselors to the sovereign must be worthy of their position; their knowledge, abilities, and experience must be adequate to the advice they give. Furthermore, the motivations and goals of a counselor must be the same as those of the sovereign or discord will ensue. The best kinds of governments are those administered by sovereigns privy to the advice of counselors".*Finally, Alberto is a strong believer of the strategic importance of people as enterprise asset and has interviewed over 300 candidates, mainly from the top US and European MBA schools.

*Note: Thomas Hobbes - Leviathan, Book II, Chapter 25 "Of Counsell"

Alberto de Monte’s professional experience and beliefs

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20+ years of experience, of which 15+ in management consulting

Focus in strategy, operations, and structural change across several industries (A&D, Automotive, Shipbuilding; ICT, Oil & Gas)

Education

• MBA, SDA Bocconi School of Management• BS in Economics and Business Administration with

honors, University of Rome “La Sapienza”

Professional Experience

• 2015: deMonte& Network – Founder• 2014-2015: Amazon EU – Head of Vendor

Management Automotive• 2011-2014: Roland Berger – Engineered Products &

High Tech CC and Operations CC• 2001-2011: Booz & Company (now Strategy&, part of

PWC Group) – Engineered Products and Services• 1996-1999: HSO Business International (BPR and ERP

Implementation Services)• 1995-1996: Kuwait Petroleum (Oil Company)• 1994-1995: Italian Army – Lieutenant and platoon

commander

Industry competency is the key added value of deMonte& Network’s proposition

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Industry Segments

Aerospace & Defence Aircraft OEMs and suppliers; MRO; Defense Electronics

Automotive OEMs; First and second tier suppliers; Distributors; Dealers; Technology providers; Car-related service companies; Online retailers; Car financing, leasing and long term rentals

House interiors and exteriors

Wooden floor manufacturers; Large specialized home decoration retailers; Cooking appliances

ICT IT Service Providers; Infrastructure service providers

Industrial equipment and components

Food & Beverage, Tobacco and Pharma packaging equipment manufacturer;High tech discrete component manufacturers and suppliers for A&D, rail, automotive, industrial equipment manufacturers

Oil & gas Offshore shipbuilding; offshore component manufacturers; Oil & gas EPC

Transportation and Logistics

Freight and logistics companies; passenger rail; car rentals; highways

References in Aerospace & Defense

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Year Client Description

2015-2016

Defenseelectronics supplier

Business strategy planning, detailing and implementation + Organizational redesign

2014 Medium Range Aircraft OEM

Detailed assessment of the aftermarket services offering and price benchmarking, strategic recommendations on the business relationship between OEM and Aftermarket BUs

2013 Aerospace & Defense group

Assessment of the strategic implications from the possible sector consolidation through M&A, evaluation of M&A options for the client on the basis of product portfolio synergy, stakeholder analysis and value creation

2010 Commercialaircraft MRO service provider

New governance and industrial control modelBusiness plan definition

Note: All projects directly led by Alberto de Monte

References in Automotive

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Year Client Description

2016 Car insurance company Strategic implications of the introduction of the e-call in EU and approach to vehicle manufacturers

2015 Online retailer Vendor management and business planning

2014 First tier supplier Supply chain redesign

2013 Trailer manufacturer Independent business review and restructuring plan

2013 Independent aftermarket distributor

Buy-side commercial due diligence (multiple assignments)

2012 OEM Dealer training program

2011 First tier supplier Product simplification and cost reduction

Before2011

OEMs • JV creation program management• Part supply chain redesign• Telematics strategy• JV Post-merger integration

First and second tier suppliers

Buy-side commercial due diligence (multiple assignments)

Note: All projects directly led by Alberto de Monte

Year Client Description

2014 Furniture and Décor retailer

Buy-side commercial due diligence for an international retailer of home decorations

2013 Wooden floor manufacturer

Independent business review and restructuring plan for a leading premium wooden floor manufacturer

2012 Cooking appliances manufacturer

Independent business review and restructuring plan for a manufacturer of stand-alone and build-in cooking appliances

2011 Curtain wallmanufacturer

Buy-side due diligence for a world leading curtain wall manufacturer

References in House Interiors & Exteriors

9Note: All projects directly led by Alberto de Monte

References in ICT

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Year Client Description

2015-2016

ICT service provider Business strategy planning, detailing and implementation + Organizational redesign

2014 Infrastructurenetwork service provider

Design of an operations improvement program, cost efficiency lever definition, and program management of the implementation

2011 and earlier

IT service providers • Buy-side commercial due diligence (multiple assignments)• IT outsourcing deal assessment and negotiation (multiple

assignments)• Independent business review• In-house service provider efficiency program

Note: All projects directly led by Alberto de Monte

References in Industrial Equipment and Components

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Year Client Description

2014 Leadingmanufacturer of packaging equipment

Operations and commercial improvement program for a newly acquired US company

2014 Manufacturer of linear motion systems and actuators

Buy-side commercial due diligence

2013 Rail sleepermanufacturer

Independent business review and restructuring plan for a leading premium wooden floor manufacturer

2011 Titaniumcomponent manufacturer

Assessment of economic and technical viability as potential supplier of high tech titanium components to an aircraft manufacturer

Note: All projects directly led by Alberto de Monte

References in Oil & Gas

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Year Client Description

2015 European shipbuilding company

Deep Sea Mining business assessment, including a comparison with the Offshore Oil & Gas sector

2014 Aluminium processing equipment EPC

Assessment of the Oil & Gas EPC market and entry opportunities, including the Offshore Oil & Gas EPC sector

2013 Korean shipbuilding company

DMHI Strategic Transformation: definition of the strategic options for the transformation of a shipyard in Romania with focus on the opportunities in the Offshore Oil & Gas sector

2012 Holding company Independent business review of the business plan for the acquisition of an Offshore shipbuilding company by the shipbuilding company fully owned by the client

2011 Holding company Independent business review of a shipbuilding company’s industrial plan and strategic recommendations for the definition of the new industrial plan, including market entry in the offshore oil & gas sector

2011 European shipbuilding company

Detailed business plan for the new Offshore BU

Note: All projects directly led by Alberto de Monte

References in Transportation and Logistics

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Year Client Description

2014 Transport and Logistics service provider

Assessment of the German market for automotive logistics and identification of potential acquisition targets

2012 European short term rental company

Definition of a performance improvement planDefinition of a sales effectiveness plan

2011and earlier

Highway concession agency

• Assessment of the technical requirements for the introduction of the highway tolling system

Consortium of highway construction and operating companies

• Independent assessment on the operational risk and cost to comply with the client requirements and SLAs and of the potential impact on the bid price

Rail passengercompanies

• Definition and assessment of innovative services• Definition and business plan of new high speed international offer

Rolling stock leasing company

• Revenue growth plan

Note: All projects directly led by Alberto de Monte

deM&N’s three service areas: business development, direct costs, implementation of structural change

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Business Development

• Organic business growth requires reliable business plans and consistent resource allocation plans that reflect the true potential of incremental revenues and margins.

• Too often, business plans are overly optimistic because they tend to justify personal rather than company goals.

• We offer a "reality check" of the business development initiatives' potential and of their prioritization.

• We do it through cross-checking market demand vs. internal estimates.

• Our support helps assess objectively if the business plan targets are bold but realistic and achievable with the assigned resources.

• Direct cost reduction is built on lasting improvement initiatives that optimize production and supply chain.

• This includes inventory reduction, with positive effect on working capital.

• Our approach is based on activity value analysis that defines a transformation plan with initiatives leading to short and medium term results.

• We believe that the human capital has an intrinsic value which can be enhanced through increase of competencies and productivity.

• Headcount reduction should be the last resort and often hides management failure.

Direct Costs

• The implementation of strategic and structural change projects should be led by talented internal people who can seize the opportunity of an accelerated career growth.

• We assist the internal people through a program management support role to help anticipate issues, identify solutions, communicate effectively, and persuade key resources that are instrumental for the success of the change initiatives.

• Because we can act with more freedom than the internal people, we can be more effective in capturing signals from / conveying key messages to the organization.

Implementation

In all sectors where dM&N has a proven expertise, it can assist on the following assignments (1/2)

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Commercial Due Diligence Operational Due Diligence Financing Due Diligence

• Due diligence of market drivers and trends

• Analysis of competitors and competitive forces

• Analysis of target's positioning and top line business plan

• Top-line opportunities and performance improvement potential

• Achievability of key operational and CAPEX assumptions

• Benchmarking of KPIs and working capital

• Validation of material cost and margin assumptions

• Due diligence to evaluate financing capabilities of target company and securing re-financing

• Corporate strategy and business plan to ensure capital market readiness and financeability

In all sectors where dM&N has a proven expertise, it can assist on the following assignments (2/2)

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Pre / Post Merger Integration Performance Improvement Growth Strategy

• Synergy assessment

• Improvement and integration actions

• Integration planning

• Project management and monitoring

• Strategic (re-) alignment and target setting

• Set-up of integrated business plan backed by measures / actions

• Sales improvement

• Process reorganization/ Cost improvement

• Production optimization / outsourcing / sourcing

• Working capital improvement

• Analysis of customers and growth markets

• Analysis of organic growth opportunities

• Screening of add-on-acquisitions