Division InStaff, Light Industrial Division March 30, 2020 Client Challenge: Specifically, this company needed Instaff to: Ensure their daily need of their daily workforce, up to 150 temporary workers, would be met Quickly and efficiently manage the transition of any existing temporary employees Improve overall management of their temporary workforce Actions & Solutions Delivered: Instaff called for a meeting at once between the operations departments of both companies to devise an implantation plan of the new staffing services along with a strategy on transitioning employees. Directly after these meetings, a directive was rolled out to have InStaff up and running for this client in less than two weeks. Results: InStaff was able to establish an effective temporary staffing solution for this client and had this plan operating within ten business days. With this solution in place, InStaff: Met the clients daily fluctuating staffing needs Reduced attendance and turnover issues without onsite program Provided continued, daily staffing services support from our local office Our client knows that with InStaff, not only are their needs in the Lake County area met daily, but as they grow, they can count on InStaff to be right by their side.

Division Extrinsic, Professional Division March 10, 2020 Client Challenge: Extrinsic’s client, a nonprofit organization in North Carolina, were informed that their Workday HRIS Manager was leaving for another opportunity. They reached out to Extrinsic to find a qualified consultant to cover the current vacancy until they identified a full-time resource. They needed a consultant who could quickly fill in for the former HRIS Manager, bridge the gap and allow the client to stay on track with their current projects. Identified Resource Extrinsic identified a specialized Workday HRIS Manager with over 14 years of HRIS experience and eight years of hands-on Workday experience. He has led over four Workday Implementations and is an expert in the Core HR modules, business processes, Security and Report Writing. With over five years of experience as an HRIS Manager, he has experience leading and managing full lifecycle implementations, system enhancements and rolling out new functionalities. Actions and Solutions Delivered Extrinsic’s HRIS consultant was brought on to support both the functional and technical aspects of Workday. He was able to manage a number of initiatives independently, freeing up time for the client’s internal team to continue to support a global project rather than expanding their focus to include providing coverage for the vacant HRIS Manager position. The client praised the consultant, noting that he was successful in fulfilling their needs, very responsive and a knowledgeable Workday resource.

Division BGSF, Extrinsic, Professional Division February 7, 2020 Client Challenge The Director of IT Applications for a respected Healthcare provider in North Carolina was in urgent need of upgrading their Kronos timekeeping system seeking additional functionality and needed to work under a tight budget relative to commercial counterparts. Identified Resource Extrinsic identified a specialized consultant with 15 years of KRONOS experience. This resource was actually a former Kronos employee and a certified 8.0 upgrade consultant by Kronos. He had extensive Workforce Connect/WIM programming experience on interfaces. Just as important as his technical skills, he was adept at working with customers to understand needs and business goals. Actions & Solutions Delivered The Extrinsic consultant had a project plan laid out, initiated scoping and documented his process along the way. He implemented additional functionality and lowered usage costs as the system was ported through telephones instead of time clocks. This resulted in cost savings to not have to buy time clocks by integrating this new version of Kronos into the phone system. This saved on equipment and more importantly training costs of staff. The project was completed 25% below budgeted costs.

Division Donovan & Watkins, Professional Division February 7, 2020 Business Scenario: Our client was a large publicly traded Oil Field Services company. They were in need of a review of their SOX policies and procedures. Phase 1) Our team consisted of three SOX auditors to test the client’s current SOX procedures. Upon determining the disconnect from policy and actual procedures. Phase 2) Based upon the above information we added a Compliance Specialist. This consultant worked directly with each person of the accounting department to ascertain their individual scope of work to determine the disconnect with the policies. Phase 3) Our Consultant documented all work and methodologies of each individual, thus determining each area of non- compliance. Clients Return on Investment: By Implementing a self-check SOX inquiring and finding and implementing corrections within the system our client was able to shield themselves from high-risk audit findings from external audits. In conclusion, our team of consultants was able to implement and update this company’s SOX policy and procedures to be utilized for years to come.

Division February 7, 2020 Client Challenge One of the largest privately-held insurance companies in North America found themselves under increasing regulatory pressure as they expanded business lines into several key states previously dominated by their competition. Senior members of the CIS group and Project Management Office identified a core weakness specifically in IT Risk Management and Process and Compliance Management mostly due to the differences in compliance regulations for privately held vs. publicly traded companies. What they lacked was a process improvement manager and an IT Risk and Compliance Manager who had experience in publicly traded regulatory compliance. American Partners was engaged at this point. Alternatives Considered Our client had no plan B. In their mind was no other alternative. The only way to avoid unnecessary audits and market pressure from their publicly traded competition was to hold themselves to the exact same standards. Identified Resource American Partners quickly tapped its vast network of IT Professionals and in a matter of weeks was able to make several introductions to the PMO and CIS executives to further assess the daunting challenge of bringing a privately help insurance company into line with the same IT Risk and Compliance regulations of a publicly-traded company in order to avoid undue audits as market share increased across the country. American Partners provided the expertise of one IT Risk and Compliance Manager and one IT Process Improvement Manager who had both taken 2 of the largest companies in America from privately held to publicly traded and back again, directly addressing the process with “boots on the ground” experience. Consultant Action & Solutions Our consultants were immediately put to work tackling IT Risk and Security initiatives and a Process Improvement overhaul that included the formation of a Vendor Risk team. Our Security consultant increased penetration testing and facilitated internal and third-party attestations, audits, and certification efforts for the IT organization. They also rolled out a corporate-wide security training initiative while coordinating audit testing, documentation, self-assessment testing, and remediation activities All of this allowed the client to gain market share at a more rapid pace avoiding costly audits and delays in state licensing.

Division Professional Division, Zycron February 7, 2020 Client Challenge: A software for services client had a need to staff up to 16 positions within a four to six-week window. These positions were required to have strong people skills as well as strong experience with Salesforce and would be in support of bringing new customers on to our client’s software product. Approach: Working with the client’s managers we identified in detail the skills that all candidates must have to be successful and proposed a focused effort from Zycron’s recruiting team to not only identify the potential candidate but provide the first round of in-person qualifying interviews. Zycron was willing to commit to this if the client would give us the work exclusively and they agreed. Action: Zycron’s recruiting team immediately starting identifying candidates and bringing them in for their in-person interviews. If qualified Zycron then sent calendar invites to our clients hiring managers to set up the final interviews at the client’s site. The windows of time available for these final interviews were set up in advance in order for these candidates to get through the process as quickly as possible. Result: All of the positions were filled within the timeframe that the client requested, and the client has been very happy with the quality of the resources that came out of this process.

Division Donovan & Watkins, Professional Division February 7, 2020 Business Scenario: Our client used QuickBooks for their accounting and reporting software systems and used Excel-based worksheets to forecast both operational and financial metrics. They realized they were duplicating efforts and had allowed themselves room for errors. Project Scope: Our team of Consultants worked directly with the client to develop a timeline for a two-phase solution. Phase 1) Identified the client’s requirements, both current and future, in forecasting and reporting requirements. Phase 2) Evaluated the ability of QuickBooks to facilitate the requirements and evaluate the current chart of accounts in QuickBooks. Phase 3) Developed an Excel tool that provided both historical and forecasted key metrics using input screens for certain business drivers and download tools to import from QuickBooks. Phase 4) Review the tool on an ongoing basis with the client. Clients Return on Investment: Prior to the project, our client did not have the ability to run different planning scenarios or generate combined actual and forecasted resulting in using the same tool. With the new tool and processes, they were able to stay with the QuickBooks, did not have the expense or challenges of going to a new system and were able to generate financial forecasts for investors and creditors on an ad hoc basis.

Division Donovan & Watkins, Professional Division February 7, 2020 Business scenario: Our client which was a large international oil & gas client. Our team of consultants assisted to establish an Accounts Payable Shared Services Group, upon the completion of a large acquisition. Project Scope: Our team of Consultants worked directly with the client o develop a timeline for transitioning all AP work to an AP Shared Services Group, consisting of (63) sixty of our consultants. These consultants were there to train current and new company employees. Phase 1) Developed a manual billing process for accounts payable that required our team to manually reconcile incoming invoices. Phase 2) Consultants worked over (300) three-hundred invoices per payable specialist per day to expedite outstanding AP payments. Phase 3) Our team streamlined the companies entire AP process within only 18 months ensuring the backlog of invoices decreased to a point of manageable timely payment. Clients Return on Investment: Our consultants were able to streamline the AP process and train current employees to acquire the day to day AP functions of the new Shared Services Division. Though the project was slated to last up to (36) thirty-six months, our project team was able to complete the entire process within (18) eighteen months. Thus saving the client hundreds of thousands of dollars in consulting fees, late payment fees, overtime wages, and disconnections

Division Donovan & Watkins, Professional Division February 7, 2020 Business Scenario: Our client was a $250 million-dollar logistics national company. Our team of consultants helped with the transition of the days to day operations of the company’s business for a sell-out to an acquiring business. Phase 1) Our team consisted of an Interim CFO, Controller, Accounts Payable Manager, two senior accountants, and one administrative personnel. Phase 2) This team was tasked to close our client’s books for the previous months. Phase 3) Our team was able to document the acquired companies’ procedures and policies along with banking relationships to the acquiring company, completing all required reconciliations to ensure the finalization of sale. Clients Return on Investment: With our professional team, with assisted our client with saving over $100,000., in consulting fees as our team was able to complete the project ah

Division Donovan & Watkins, Professional Division February 7, 2020 Business Scenario: Our client was a regional utility company. Our team assisted with the form’s reinstatement. Phase 1) Our team of consultants had to go back over a four-year period. Forms 10Q & 10K had to be restarted to account for equity transactions that had not been properly recorded. Our consultants restated the filings and worked directly with the SEC attorney and auditors to obtain proper sign-off and re-file all statements. Phase 2) As a result of the restatements, several footnotes had to be restated and reissued. Our team corrected the footnotes to meet all SEC requirements set forth by the SEC attorney and Auditors. Clients Return on Investment: Our team of consultants assisted our client with stabilizing investor worries, which allowed our client to refocus on go-forward actions.

Division February 7, 2020 Project scenario: Configure and Install 55-inch monitors for field and administrative employees in the Public Works and Solid Waste Divisions. Project Outcome: Improve communication by providing real time information – Live Feeds from TV, Web and Databases Allow for targeted / focused messaging – more responsive Increased productivity – reduces the need for face to face meetings, emails, flyers etc. Operate 24 hours per day, 365 days per year (24 x 365)

Division Extrinsic, Professional Division February 7, 2020 Client Challenge In the maintenance stage of their SAP implementation, Extrinsic’s client, a Global Mining Manufacturer, realized that previous configurations were done incorrectly, causing the following problems to arise: Issues with ACH Payments: The U.S. outgoing instruction file to the bank was missing records, causing them to be recorded incorrectly on client books. The U.S. Custom Vendor Bank Account Encryption Program was causing ACH payments to fail. U.S. payments allowed other foreign currencies to be paid and caused multiple types of foreign currency translation issues. U.K. incoming EBS files were posted on the wrong date: Prior testing was incomplete, and the dates were not being passed on correctly by the bank U.K. Remittance Advices for consignment payments were nonexistent. Two types of payment-run variants were not being set up correctly in the U.K. U.S. Remittance Advices for SNC suppliers were not being sent. U.S. implemented domestic and international wire payments for the U.S. Identified Resource Extrinsic identified a specialized consultant with 25 years of SAP consulting experience within SAP FI/CO. Her experience in SAP functional modules includes Finance, Banking, Cash Management, Treasury, Controlling, Fixed Assets and Project Systems in R/3 versions 2.2e through ECC 6.06. She has over 17 full and new SAP lifecycle projects and over 15 partial SAP lifecycle projects from blueprint through post-go-live support. Actions and Solutions Delivered The consultant was able to fix all configuration issues in the system. The client can now move forward with ACH payments, instead of reverting vendors back to check payments and introduce ACH payments to more vendors. U.K. EBS dates were corrected, allowing their month-end process to continue without having to manually correct all EBS postings. U.K. consignment payments now have detailed reports for their vendors. SNC suppliers now have a choice of EDI or emailed payment advice. Results In addition to correcting the client’s configuration problems, Extrinsic’s consultant provided knowledge transfer and detailed documentation to the internal team so they can support the changes in the system long term. The project finished on time and on budget.