Throughout 21 years, John Pershing rose from a line-level employee to the Executive Vice President of Human Capital where he was able to use years of firsthand customer experience to shape and execute company business strategies and a global human capital strategy for 150,000 employees. Under his leadership, the company intensified its focus on employee satisfaction and work-life to strengthen career development, culture, and ethics —culminating in Best Buy’s transformation to employer-of-choice status. He is recognized for generating excitement for vision, goals and change among employees at all levels of the organization because he believes in creating environments where people feel both empowered and equipped to work together and achieve things bigger than themselves. -Visionary human capital strategist credited with improving employee and customer experiences through unique talent maximization strategies that increase morale, revenue, and retention—while generating industry accolades. -Strategic thinker conceptualizing and operationalizing groundbreaking global diversity, inclusion, and leadership development initiatives that produce gains in employee motivation and customer satisfaction metrics. -Influential executive creating high-performance teams by placing value on employee life experience, trends, and talent development. Specialties:human capital, operations, human resources, management, change management, diversity, ethics, international human resources, labor relations, mergers and acquisitions, post-merger integration, recruiting, onboarding, succession planning, talent development, work-life programs, values & principles programs

EVP- Human Resources @ From March 2011 to Present (4 years 8 months) Executive Vice President, Human Capital @ As a direct report to the CEO, he created and led execution of business strategies affecting 150,000 employees in alignment with corporate objectives at the global $45B retail company while promoting innovative workforce development concepts. Worked with board of directors, senior company leaders and outside partners. Managed Chief Legal Counsel, SVP Capabilities, SVP Development, SVP Human Resources, Chief Diversity Officer, VP of Human Resource Rewards, VP International Human Resources, plus 360 indirect reports throughout Human Resources and Legal functions. Administered $130M-plus HR and Legal P&L. While in this role: -Contributed to significant customer satisfaction index and employee engagement score increases impacting growth –even during economic downturn – through revolutionary changes to human capital strategy that doubled employee bonuses because of sizable growth in revenue, market share and SG&A. -Substantially improved diversity indicators from 2006-2010, resulting in stronger customer and employee relationships because of consistent year-over-year improvements in matching employee mix to the customers in individual communities. -Led strategy for significant business changes through collaboration with corporate leaders, board of directors, headquarters and retail staff, and outside partners across the U.S. and around the world. -Launched successful talent management program, which included new processes, tools and messages that emphasized the power of employee insights in company success. -Realized new revenue sources by encouraging and incenting employees to match customer needs to new business opportunities. -Built workforce strategy to support new company growth targets, including vendor management, compensation, short- and long-term incentives, and mergers and acquisitions integration. Handled all employee engagement/surveys, work-life programs, performance management, training and development, and sourcing programs. From 2007 to 2010 (3 years) Vice President, Human Resources @ Optimized hiring ROI by emphasizing individual potential, bringing human capital management approach to traditional HR function. Managed HR Generalist staff (8 Territory Directors and 720+ indirect reports), with 40+ stores (150-200 employees each) generating $170M+ total revenue in 85 districts. Led emphasis on talent development, diversity, retention, employee engagement, training and development, and leadership practices for District Managers. While in this role: -Led the transformation of the Human Resources department from one focused on transactions, to one focused on strategy and counseling leaders on the importance employee relationships to achieve business goals (resulting in solid base for future company transformations and outsourcing of all transactional human resource functions). From 2005 to 2007 (2 years) Vice President, Organizational Alignment/Change Management @ Spearheaded shift to customer-centric store model, addressing retail competition head-on with service-focused model. Led a 30-person leadership team to build assessment tools that measured change. Implemented coaching to influence top-down, servant-leadership transformation throughout stores. While in this role: -Shifted business model and culture through collaboration with employees and outside (Crotonville) consultants to create a new scalable and transferable business model focused on customers (instead of products), requiring intense change-management strategies (including training, operations, and leadership development for 100,000-plus employees). -Integrated retail staff (including general managers and district managers) with headquarters staff to collaboratively create models and processes capable of influencing cultural changes in stores and implementing sweeping changes with customized training affecting more than 850 U.S. stores. From 2002 to 2005 (3 years) Vice President, Operations @ Oversaw 85 District and Regional Operations Managers chartered with all P&L including cash flow, labor, front-end operations, home delivery services, POS, merchandising, pricing, warranties, gift card sales, and product replacements. Directed field operations and corporate labor team handling labor measurements, including time studies. While in this role: -Improved efficiencies within all labor and customer service areas. -Significantly grew the business by giving store managers access to previously unavailable reports, empowering them to teach employees about P&L statement analysis, and encouraging them to develop business plans to maintain individual store performance. -Sizably grew top- and bottom-line financials while overseeing Best Buy’s very successful venture into the gift card and credit card/financing businesses. From 2002 to 2002 (less than a year) Vice President, Operations @ Directed Best Buy post-merger integration of the 1,800-store chain (Sam Goody, Suncoast, On Cue, and Media Play), handling due diligence, operations and supervision of four divisional Vice Presidents. Cultivated and retained music vendor relationships. While in this role: -Cut 300 non-profitable stores and increased supply chain efficiencies by consolidating operations and warehouse functions—while retaining separate brand identities. From 2000 to 2002 (2 years) Various Roles @ John’s 21-year upward progression at Best Buy also includes National Director and Area Manager roles in operations, inventory, and loss prevention. During those years of significant company growth, he oversaw the openings and operations of hundreds of stores (totaling more than half of the chain in the United States). From 1989 to 2000 (11 years)

Bachelor of Science, Architectural Studies @ University of Wisconsin-Milwaukee From 1989 to 1994 John Pershing is skilled in: Business Strategy, Change Management, Coaching, Employee Benefits, Deferred Compensation, Employee Engagement, Human Resources, Leadership, Leadership Development, Mergers, Performance Management, Personnel Management, Recruiting, Retail, Strategy, Succession Planning, Talent Management, Team Building, Team Leadership, Training