Managing Director & Treasurer, Consumer and Community Banking @ As the Treasurer of the Consumer & Community Bank (CCB), I manage and have responsibility for all treasury related functions including balance sheet management, capital, liquidity, interest rate risk, deposit modeling and analytics and transfer pricing for each of the five consumer businesses including Mortgage, Auto Finance, Card, Consumer Banking and Business Banking. Specifically, my responsibilities include: • Establishing and chairing the CCB ALCO to ensure proper balance sheet management across CCB, and create a disciplined environment based on asset-liability management. • Expanding the framework to comprehensively interpret, implement, allocate and report risk weighted assets and capital under Basel III across the five CCB businesses. • Enhancing the liquidity risk and reporting framework to support both regulatory and internal reporting requirements. • Working with Corporate to develop a marginal decisioning framework to ensure business decisions are made based on a calculated awareness of all balance sheet, capital and regulatory constraints. • Modifying the funds transfer pricing approach including the implementation of a cross funding framework to incentive asset growth. • Developed and currently chair a forum focused on pricing optimization across the asset businesses across CCB. • Overseeing the modeling and analytics of all CCB deposits including developing and chairing a deposit analytics forum focused on improving the analytics and reporting of customer behaviors and migration. • Working with Corporate Treasury, implementing a framework to manage structural interest rate risk within CCB. • Creating an oversight and controls function to ensure adequate financial controls were developed, documented, and back tested in accordance with policy. • Building a proper line of business Treasury organization with more than 50 people to support the business and regulatory requirements. From 2013 to Present (2 years) Greater New York City AreaFunding & Liquidity Executive @ As the executive in charge of funding and liquidity for Ally, my responsibilities included managing the liquidity and funding for both Ally Financial and Ally Bank in accordance with ALCO established guidelines and plans, and acting as a strategic funding partner to the lines of business. Specifically, my responsibilities entailed: • Oversaw the daily investment of the company’s liquidity with responsibility and oversight over the funding desks in the U.S., Europe, Asia, Latin America and Canada. • Oversaw the development and execution of the Ally’s global funding plans. • Structured, renewed and extended more than 25 funding transactions to ensure the auto and mortgage businesses and Bank had adequate funding to operate their business and met operating targets. • Developed and managed the global liquidity risk framework including the creation of liquidity risk metrics and guidelines. • Assisted in the development of the ALM framework and ALCO governance structure. • Created and oversaw the liquidity stress testing and contingency funding plan program. • Built and managed a comprehensive multi-year and daily liquidity forecasting process and plan. • Initiated and chaired a Liquidity Risk Council to ensure proactive evaluating and monitoring of the company’s liquidity, funding and associated risks by senior leadership. • Coordinated the use of institutional liquidity for Ally through committed credit facilities with our funding partners as well as coordinate access to the global auto securitization markets. • Acted as a treasury liaison to the business units to determine the allocation of liquidity to new auto finance and mortgage products. • Managed the bank’s relationship with the Federal Reserve and FDIC with respect to liquidity and funding risk. From 2009 to 2012 (3 years) Greater Minneapolis-St. Paul AreaTreasury Executive @ As the Treasurer of ResCap, I had responsibility over all aspects of the global treasury organization including structuring, liquidity and cash management, forecasting and reporting, investing and treasury operations during a time when there was a complete shutdown of the global credit markets. Specifically, • Restructured and renewed more than a dozen secured funding facilities in the U.S., UK and Europe to ensure longer term funding for ResCap. • Developed a comprehensive forecasting and reporting routine of the company’s liquidity. • Developed contingency plans and alternatives as GMAC pursued government assistance through the TARP program. • Developed policies, procedures and other controls around the daily investment of ResCap’s liquidity. • Restructured the company’s bank account structure. • Restructured the global treasury organization into functional groups resulting in a 12% reduction in headcount. From 2008 to 2009 (1 year) Greater Minneapolis-St. Paul AreaFinance Executive @ As a finance executive with Cerberus, the charter was to provide support and advisory services to the firm’s portfolio companies. Responsibilities while working with GMAC and ResCap are outlined below. • Led the renegotiation of more than $20 billion of secured debt facilities for ResCap in June 2008 with more than 15 lending partners as part of a broader $60 billion global restructuring effort at GMAC. • Developed a liquidity forecasting and reporting process for all aspects of the Company. • Developed a full integrated, multi-year P&L, balance sheet and cash flow model, process and forecast. From 2007 to 2008 (1 year) Greater New York City AreaManaging Director @ Goldin Associates is a financial advisory and turnaround consulting firm specializing in underperforming businesses and distressed situations, including financial and operational restructurings, crisis management and bankruptcies. As a MD at Goldin Associates, I operated as the Chief Financial Officer of Refco Inc, during its 14 months in bankruptcy, which entailed the following: • Acted as the lead interface with the USAO/DOJ in their fraud investigation of Refco’s ex-senior executives. • Led the sale process of close to a dozen assets and investments held in the U.S., UK and Europe, including the wind-down of the registered broker-dealer. • Established investing and cash management policies in compliance with the U.S. Bankruptcy Code’s investment guidelines. • Built a financial reporting department to respond to numerous reporting requirements and requests from a number of constituents including creditors, legal and financial advisors, the Board of Directors, the U.S. Trustee’s Office, the U.S. Attorney General’s Office, and the court-appointed Examiner. • Directed the process of closing the company’s books and records and issued necessary tax returns. • Managed in excess of 25 people in the accounting, tax, financial reporting, treasury, accounts payable, legal, IT and human resource departments. • Oversaw sell-side due diligence efforts for a $2 billion rental car company evaluating strategic alternatives. From 2005 to 2007 (2 years) Greater New York City AreaManaging Director @ As a managing director at FTI, created value for stakeholders in distressed situations in a variety of ways including: • Representing equity sponsors to purchase assets through a §363 sale process and develop the “day one” operating model. • Representing a private equity group to secure mezzanine debt for a $425.0 million transportation company. • Representing senior management of a regional convenience store retailer, with revenues of $840.0 million, to renegotiate critical senior term and revolving debt facilities to avoid default and foster further expansion. • Obtaining additional secured financing for a $750.0 million airline MRO service provider and airplane parts distributor. • Assisting a private equity firm and management of a $250.0 million health care service provider to close its unprofitable operations and implement of a cash management system. • Winding down an international telecommunication service provider with annual revenues in excess of $1.5 billion through asset sales and operational wind-downs in U.S., Germany, UK and Sweden. • Assisting senior management of two global consumer products companies in two separate transactions to divest $1.0 billion+ operating divisions in an effort to right size the organization around core operations. From 1999 to 2005 (6 years) Greater New York City AreaFinancial Consultant/Advisor @ Kroll Zolfo Cooper is an advisory firm specializing in providing strategic, operational, managerial and financial solutions to distressed companies through advisory or interim management positions. As a financial advisor at Kroll Zolfo Cooper (KZC), I worked with senior level executives and boards of directors to provide strategic and operational solutions and alternatives. More specifically, responsibilities included: • Created value by obtaining financing or equity as part of the company’s restructuring. • Developed as well as challenged management’s business plans needed to obtain critical DIP, Exit and other bank financing. • Performed business and asset valuations to determine liquidation, acquisition and enterprise. • Reviewed retail store-level operations to identify inefficiencies, cut costs and increase profitability. • Implemented cash management and capital budgeting processes and controls. From 1996 to 1999 (3 years) Greater New York City AreaSr. Treasury Analyst, Corporate Treasury @ • Co-managed the company’s $7 billion commercial paper program. • Managed the company’s daily cash position. • Restructured the company’s cash management system. From 1994 to 1995 (1 year) Greater New York City AreaSenior Accountant/Auditor @ • Provided advisory, accounting and auditing services to Fortune 500 companies in the retail and manufacturing sectors. • Prepared management comment letters indicating opportunities for financial and operational improvements. From 1992 to 1994 (2 years) Greater New York City Area

BBA, Accounting / Finance @ Pace University-Pleasantville/Briarcliff Campus From 1988 to 1992 Jerry Lombardo is skilled in: Investments, Portfolio Management, Finance, Private Equity, Due Diligence, Mergers, Risk Management, Mergers & Acquisitions, Restructuring, Capital Markets, Cash Management, Strategy, Financial Services, Financial Reporting, Equities, Treasury Management, Financial Risk, Credit