Jeffrey R. Rodek Department of Management & Human Resources Fisher College of Business The Ohio State University 634 Fisher 2100 Neil Avenue Columbus, Ohio 43210 (614) 247 8812 Email: rodek_2@fisher.osu.edu PROFESSIONAL POSITIONS FISHER COLLEGE OF BUSINESS, THE OHIO STATE UNIVERSITY, Columbus, Ohio Senior Lecturer (July, 2007 – present) Interim Director, Fisher Professional Services (December 2008 – December 2009) Advisor to Center for Business Performance Management ACCRETIVE, LLC, New York, NY Senior Advisor (July, 2008 – December, 2009) Executive Partner (July, 2007 – July, 2008) HYPERION SOLUTIONS CORPORATION, Santa Clara, CA , 1999-2007 Executive Chairman (2004-April, 2007) Chairman and CEO (1999-2004) The company experienced a tremendous turnaround, including 12 quarters of improving performance, with record sales, operating profits and margins achieved during an economic downturn and declining technology market. In 2004 alone the company also received a number of prestigious industry and technology awards. Hyperion was acquired by Oracle in April, 2007 for $3.3 Billion in cash. Key accomplishments as Chairman and CEO Revenue increased from $425 million to $622 million. GAAP operating margin increased from 4% to 11% Eliminated $100 million of LT debt Market Cap increase from $500 million to $1.5 billion Cash increase from $272 million to $368 million Named to 2004 Fortune 100 Best Companies to Work For Orchestrated outstanding transition to new CEO, Godfrey Sullivan in 2004 Employee growth from 2100 to 2600 Governance improvements: Increased board size to 9 (7 independent, 1 minority, 2 female) Separated CEO and Chairman roles Charters for each Committee were revised. A set of Corporate Governance principles was articulated and approved by the Board. A mandatory retirement age for Directors was established. Established criteria for new Directors, including established the rule that in the event the principal occupation, or employment, of an existing director changes, or in the event their attendance falls below a certain level, the Board may ask such director not to stand for reelection. Placed limits on the number of outside corporate boards on which the Company's CEO can serve. A new Code of Conduct for the company was developed with the input and concurrence of the audit committee. A director's training and education program was established and will be implemented beginning with the November 2004 and February 2005 board meetings. The classes will be conducted by Roger Raber, President of the NACD, and will qualify Hyperion for ISS certification. The Board adopted a yearly self-evaluation and group evaluation process. Evaluation questionnaires are distributed and filled out by Board members, and the results reviewed in Executive session. Executive sessions of independent directors were established, including sessions with and without the executive Chair and the Chief Executive. Principles were set for Board oversight of: Annual business plans Corporate strategy CEO evaluation and compensation (as recommended by the compensation committee) Management talent evaluation and succession plans Criteria for selection of Directors Adopted Officers and Directors stock ownership targets. INGRAM MICRO CORPOARATION, Santa Ana, CA 1995-1999 President and COO World’s largest wholesale provider of technology solutions, products and services. Revenue growth during tenure approximately $8 billion to $25 billion. Member of executive management during 1997 IPO process. FEDERAL EXPRESS CORPORATION, Memphis, TN 1978-1994 Senior Vice President, Americas and Caribbean (1991-1994) Responsibilities included U.S. package pickup and delivery operations, network of retail facilities for walk-in and drive-up customers and general manager responsibilities for Canada and Latin America. Approximately 50,000 employees in 700 facilities and 700 retail locations. Annual budget: $3.2 billion operating, $300 capital. Senior Vice President, Central Support Services (1989-1991) Responsibilities included operation of 8 major aircraft/truck handling and sort operations throughout U.S. Managed worldwide properties and airline scheduling. Total employees: 11,000. Annual budget: $500 million operating, $200 million capital CEO/COO, The Flying Tigers Line, Inc., Los Angeles, CA (1989) Reported to Chairman, Federal Express Board of Directors during leave of absence from Federal Express. Responsible for managing world’s largest all cargo airline with revenues of $2 billion and 8,000 employees. Prepared for successful integration of employees, services, and operations with Federal Express. Vice President, Corporate Financial Planning (1986-1989) Managing Director, Financial Planning and Control (1984-1986) Senior Manager, Financial Planning (1983-1984) Senior Manager, Profit Planning and Analysis (1980-1983) Financial Operations Research Analyst (1978-1980) NCR CORPORATION, Dayton, OH 1977-1978 Financial Specialist, Research and Development Division EDUCATION M.B.A., Finance, The Ohio State University, 1976 B.S., Mechanical Engineering, The Ohio State University, 1975 Glenwood High School, graduated 1971 CORPORATE BOARDS FactGem, Columbus, OH (June, 2014 – present) PTS, LLC, New Albany, OH (January, 2012 – present) Accelrys, Inc., San Diego, CA (August, 2007 – Spring, 2014) Resource Ammirati, LLC (March, 2010 – present) Axiant, LLC (July, 2007-December, 2009) Hyperion Solutions, Santa Clara, CA (1998-2007) Accretive Commerce, Inc., (2000-2007) Arbor Software, Sunnyvale, CA (1998 until merged with Hyperion in summer, 1998) EXE Technology, Dallas, TX (1998-2003); purchased by SSA Global Corporate Software, Norwood, MA (2000- 2002); purchased by Level 3 TEACHING EXPERIENCE Fisher College of Business, MHR Department, The Ohio State University 2014-2015 MHR 7224 Organizational Turnarounds MHR 7225 Crisis Leadership MHR 3220 Leadership Legacy MHR 2292 Introduction to Business MHR 7222 Leadership Legacy 2013 – 2014 MHR 7224 Organizational Turnarounds MHR 7225 Crisis Leadership MHR 3220 Leadership Legacy MHR 2290 Introduction to Business MHR 2292 Introduction to Business MHR 7222 Leadership Legacy 2012-2013 MHR 7224 Organizational Turnarounds MHR 7225 Crisis Leadership MHR 3220 MBA/MHR 842: Advanced Topics in Leadership Effectiveness EMBA 842: Professional Development: Enterprise Leadership MBA/MHR 894: Leading High Performance Companies 2011-2012 MBA/MHR 843: Organizational Turnarounds MBA/MHR 842: Advanced Topics in Leadership Effectiveness EMBA 842: Professional Development: Enterprise Leadership MBA/MHR 894: Leading High Performance Companies 2010-2011 MBA/MHR 843: Organizational Turnarounds MBA/MHR 842: Advanced Topics in Leadership Effectiveness EMBA 842: Professional Development: Enterprise Leadership MBA/MHR 894: Leading High Performance Companies 2009-2010 MBA/MHR 843: Organizational Turnarounds MBA/MHR 842: Advanced Topics in Leadership Effectiveness EMBA 842: Professional Development: Enterprise Leadership MBA/MHR 894: Leading High Performance Companies 2008-2009 MBA/MHR 843: Organizational Turnarounds MBA/MHR 842: Advanced Topics in Leadership Effectiveness 2007-2008 MBA/MHR 842: Advanced Topics in Leadership Effectiveness Non-Credit Instruction 2014: Executive Education, Fisher College of Business, The Ohio State University Cardinal Health, Innovate program Risk Institute Series: Effective Communication TOSOH: Organizational Turnarounds OSU Medical Center Intern Leadership Development program 2013: Executive Education, Fisher College of Business, The Ohio State University NiSource Leadership Summit Scotts MiracleGro Enterprise Risk Management and Change Management Alliance Data Systems Change Management OSU Medical Center Intern Leadership Development program Executive Principals Leadership Academy Leadership program 2012: Executive Education, Fisher College of Business, The Ohio State University Select Comfort Change Leadership program Cardinal Health Innovation program Executive Education Innovation Initiative OSU Medical Center Intern Leadership Development program 2011: Executive Education, Fisher College of Business, The Ohio State University Chase Bank Fisher Professional Services Job One project Chase Bank. Bob Evans, Greif Board Training Executive Education Innovation Initiative 2010: Executive Education, Fisher College of Business, The Ohio State University Scotts MiracleGro Enterprise Risk program 2009: Executive Education, Fisher College of Business, The Ohio State University Bob Evans and Greif Board program 2008: Executive Education, Fisher College of Business, The Ohio State University Huntington Bank Board program COMMUNITY ACTIVITIES President’s Council, Colonial Williamsburg, (2008 – present) Board of Trustees, Civil War Preservation Trust, (2010 – present) Member, Dean’s Advisory Council, Fisher College of Business, The Ohio State University (1991-2008) Board Member, The Ohio State University Alumni Association (2004-2008) Parents Advisory Council, McDonough School of Business, Georgetown University (2004-2008) Member, Dean’s Advisory Council, Paul Merage School of Business, University of California, Irvine (2006-2007) Troop Committee Chairman, Boy Scouts of America, Troop 612, Irvine, CA (2005-2007) PERSONAL Born August 22, 1953, Canton, OH Married, three children