VINCENT M.

SAPONAR III
Lake Hopatcong, NJ 07849 862-812-6171 vsaponar@gmail.com

SENIOR RISK MANAGEMENT AND PROCESS IMPROVEMENT LEADER CAPITAL MARKETS Dynamic leader with outstanding track record of building and implementing financial, operational, and regulatory control platforms. Excels at leveraging strategic partnerships to promote regulatory compliance and facilitate business operations across multiple products and functions. Highly effective at conceptualizing and implementing risk and compliance programs from the ground up to position firms for market growth; executes process improvement solutions that streamline workflow, reduce costs, and energize team members. Seasoned Change and Program Manager with proven ability to maximize the effectiveness of human and technological resources while achieving a disciplined, proactive approach to risk management. Exceptional motivator and mentor of people. CORE COMPETENCIES Lean Six Sigma Green Belt | Change / Program Management | Risk & Control Assessments | Internal Controls Design | Process Improvement | Risk / Loss Event Capture & Reporting | Operations Risk Management | Outsourcing Implementation | Regulatory Reporting | Internal Audit | Back-Office Systems Implementation | Compliance Policy / Procedures | General Ledger Account Substantiation & Attestation | Risk and Performance Metrics | Advanced Lean Principles | SEC, FINRA, & Banking Regulations | Regulatory Examinations | SOX Compliance PROFESSIONAL EXPERIENCE Business Coaching of Morristown, Inc. June 2012 July 2013 Owner, President Provided risk management and process improvement solutions to small businesses in greater N.Y. Metro area. RBS SECURITIES, INC., Stamford, CT Aug 2010 May 2012 Vice President, Head of Operations Control Developed, implemented, and managed Controls function to support U.S. Cash Equities and Equities Derivatives operations. Created and implemented Funding Projection System that ensured accurate funding needs were communicated by Business Groups to Treasury daily. Engaged Operations, Finance, and Treasury teams to determine root causes of inaccurate funding projections. Re-engineered dependent workflows, re-defined all funding sources/uses, and improved inter-department communication efforts. Within four months, improved the accuracy of daily funding projection by 45% and realized annualized cost reductions of $129K (interest and headcount). Yielded more efficient means to manage liquidity limits and identify failed processes. Implemented new vendor-based back office system for processing options transactions. Engaged vendor SMEs and internal business partners. Designed new general ledger account structure; all new workflows and transactional reconciliations associated with downstream processing. $104k in annualized cost savings. All regulatory-imposed mandates to consolidate risk were met. Partnered with Broadridge (vendor service provider) SMEs to enable the consolidation of non-equity securities within proprietary trading books for hedging and financial reporting purposes. Expanded

- 2 - Vincent M. Saponar III equities desk capabilities to trade multiple securities types within one book: equities, listed options, convertible bonds, and convertible notes; reduced reporting risk significantly by decreasing the number of associated data entry points and account mappings. Created U.S. Controls team to represent, raise, and manage operational risk issues. Liaison to regional and global Governance teams. Enhanced risk management capabilities of team and enabled resources to be re-deployed for addressing other business strategy needs. Improved regulatory profile with FINRA. 2011 FINRA examination indicated RBS to be in full compliance regarding prior years findings. Identified and implemented solutions to ensure remediation of all findings - customer margin practices, securities lending, and customer statement requirements. Implemented Risk and Controls Assessment (RACA) program across Equities operations enhancing governance and regulatory profile with Federal Reserve Bank, SEC, and FINRA: Reviewed all process flows, performed adequacy assessment of all existing controls, and identified control gaps. Created action plans to remediate control gaps, and implemented testing / attestation platform across all non-SOX controls. Remediated all financial reporting and GAAP deficiencies surrounding Securities Borrow / Loan transactions. Performed front to back review of all transaction and reconciliation work flows. Reengineered account mapping logic across multiple general ledger systems. Review yielded deficiencies around the booking of intercompany and non-cash transactions. Advised cross-functional teams in the design/implementation of new processing and reconciliation systems.

WEBNET PRODUCTS, L.L.C., Morristown, N.J. 2009-2010 Founder and President Conceptualized and created OneSourceOptics.com, an internet retailer of sports optics instruments. Employed various SEO and SMO strategies: ad-copy, meta-tags, link building, article writing, blogging, etc. Results included 35 unique visitors daily and a Google Page Rank of 2 within four months. CIBC WORLD MARKETS CORP., New York, NY 1994 2008 Executive Director and Chief Operations Officer Directly managed all U.S. Broker Dealer Operations functions, including 3 direct reports, 20 staff members, and an annual operating budget of $4 million. Led major initiative to outsource all transaction processing operations: Selected 15 analysts (from 80 total) to remain with firm and supervise outsourcing activities. Created and managed project transition teams, authored and negotiated SLAs, and created new supervisory policy and procedures. Annualized expense reduction of $5.1 million. New governance structure approved by all regulators. Reduced head count from 22 to 15 and operating expenses by $400k annually over three years, while increasing efficiencies and significantly improving controls across operations. Re-engineered Operations Control Department through implementation of various automated reconciliation solutions, decreased lead times, and innovative hiring practices. Expanded department scope to include administering SOX 404 and Abandoned Property Compliance programs, Business Recovery Planning, and various regulatory reporting functions. Created and implemented new Operational Loss Program to reduce financial loss incurred as a result of failed processes / errors. Engaged cross-functional teams, established appropriate loss categories and created general ledger accounts that aligned accordingly. Imposed management approval thresholds for

- 3 - Vincent M. Saponar III recording losses and implemented oversight system that ensured stringent review and reconciliation of errors. Annualized losses reduced from $350K to $150K over three years. Created and negotiated post-implementation SLA revisions with Back-Office Outsourcing Partner to improve performance. Designed and implemented robust tracking and measurement system that imposed monetary penalties and included a formal means to communicate performance results versus SLA targets. Increased Outsourcing Partners SLA performance rate by 42% within 4 months; significantly reduced financial loss caused by operational errors. Implemented SOX 404 program one year ahead of government requirement. Engaged consultants and operations teams to create work flow diagrams for all processes. Identified and categorized all controls, and designed testing methodology for each. Hired 3 SOX analysts and implemented and managed on-going attestation / monitoring program. Designed, implemented, and administered Abandoned Property Compliance Program for all operating entities in the U.S. Expanded risk oversight to all business lines and reduce regulatory scrutiny. Delivered $1.8 million in income recovery and $120K in annualized savings as a result of consolidating operating bank accounts. Centralized, streamlined and made efficient the Regulatory Liaison process: Built up good will that strengthened CIBCs regulatory profile. Leveraged relationship with regulators to obtain off-line information and position the firm for compliance with regulatory changes.

LICENSES FINRA Registered Representative (Series 7), General Securities Sales Manager (Series 9 & 10), FINRA Compliance Official (Series14), Financial and Operations Principal (Series 27) EDUCATION Lean Six Sigma Black Belt Candidate, Expected completion in March 2014 Purdue University, West Lafayette, IN Lean Six Sigma Green Belt Certification, 2013 Purdue University, West Lafayette, IN Advanced Lean Principles Certification, 2013 Purdue University, West Lafayette, IN Bachelor of Business Administration, Finance, 1987 Iona College, New Rochelle, NY PROFESSIONAL AFFILIATIONS Association of Corporate Growth (ACG) Professional Risk Management International Association (PRMIA) Global Association of Risk Professionals (GARP)