FREDERIC C. PARVEY 326 8th St. Atlantic Beach, FL 32233 (H) 904.241.6657 * (C) 904.349.5000 * fpdd1a8c@westpost.

net CHIEF INFORMATION OFFICER, CIO Technology Innovation Information Systems Mergers & Acquisition Strategic Planning & Execution Change Management Large-Scale IT Conversions IT Project Management Relationship Building Communications Systems Team Building & Leadership More than 15 years of leading organizations in delive ring complicated technology-driven systems. Proven leader when faced with diffic ult IT business situations. As CIO, integrated 2 major multibillion-dollar acqui sitions into technology operations, achieving annual savings $40+ million. Delivered multimillion-dollar, high-profile global technology solutions. Champio ned $77 million UK-based software development project for internationalizing U.S .-based lending application. Additionally converted Fortune 100 company into Ora cle financials platform. Produced extraordinary value for companies; repeatedly selected by CEO's of succ essive corporate parents for progressively more critical business and technical responsibilities, reporting to CEO & Chairman of a Fortune 500 company. Known fo r leading companies through transition, championing turnaround of distressed org anizations, and marshaling change that unifies disparate technologies and cultur es. CAREER SYNOPSIS & SELECTED CONTRIBUTIONS Right Source Partners, LLC * Jacksonville, FL * 2008 - Present National independent consulting firm. PARTNER / LEAD IT & MANAGEMENT CONSULTANT Recruited to lead company in consulting efforts for multimillion-dollar companie s and high-profile investors, positioning them for growth and continued profitab ility. Selected Contributions * North American Financial Services Outsourcer - Assisted the U.S. General Manag er in rationalizing U.S. operations cost and performance. Developed delivery mod el for IT support and service delivery for the U.S. resulting in projected 20% o perating cost reduction. * IT Outsourcing Business Plan Development - Consulted to investors who wanted t o develop an IT outsourcing and consulting business. Created plan by identifying the operating structure, technical environment, performance projections, capita l structures, break even analysis, and growth strategy. * Blue Sky Power, LLC - Leveraged IT project management expertise and constructi on background to set platform for growth for this $2 million renewable energy co mpany. Realized significant profit gains - from $20,000 revenues to $500,000, an d on target to reach $2 million for 2011. Set up entire company operation and cr eated the structure to ensure future profitability. Fidelity National Information Services (FIS) * Jacksonville, FL * 1986 - 200 8 $4 billion international company offering technology products and services to th e financial services industry. Alltel Information Services (AIS) was acquired by Fidelity National Financial (FNF) in 2003 and later spun off into what is now F

idelity National Information Services. EXECUTIVE VP & CIO (2006 - 2008) Successfully led teams through company integrations involving 5 major data cente rs: St. Petersburg, Chicago, Jacksonville, Phoenix, and Little Rock, as well as several satellite centers across the U.S. Managed all activities associated with technology service delivery, including application development to key, multimil lion-dollar client. Direct Reports: 9; Indirect Reports: 2,150; Budget: $550 mil lion. Selected Contributions * Decreased costs 20% within 16 months, decreasing run rate from $401 million in cost to $308 million. Further integrated 2 major multibillion-dollar acquisitio ns into technology operations, achieving additional annual savings in excess of $40 million. - Flattened the organization, leveraged functions across all data centers, conso lidated operations, created centralized command center operation, renegotiated v endor agreements and contracts, reduced run rate cost of delivery by 20%, and de creased FTE's 11%. * Saved an at-risk $35 million account by gaining client confidence back and ree stablishing productive relationship. Demonstrated improvement of services and op ened lines of communication resulting in client signing a new, lucrative 5-year contract. * Directed major development for agent tracking system for all loan closings thr oughout U.S. Fidelity National Financial. Served hundreds of title offices throu ghout the United States. SENIOR VP & DIRECTOR OF CORPORATE REAL ESTATE (2003 - 2006) Fidelity National Financial (FNF) acquired Alltel Information Services (AIS) in 2003. Selected by CEO for special assignment based on extensive facilities management and construction experience; tasked to improve quality of service. Achieved bott om-line results by reducing costs, improving service, and instilling confidence in customers. Managed all corporate facilities and services. Scope of management involved overseeing activities across 1 million square feet on 3 campuses; Dire ct Reports: 5; Indirect Reports: 100; Annual Budget: $30 million. Selected Contributions * Increased overall occupancy efficiency 25% by renovating and "restacking" the campuses in Jacksonville and Little Rock, allowing FNF to migrate 2,000+ people from offices around the country to new headquarters. * Based on success executing multimillion-dollar construction projects, selected to manage $200 million construction project including new $45 million, 280,000 square foot office building, a 550,000 square foot parking garage, and an airpla ne hangar. * Negotiated land swap with the City of Jacksonville and built a 2.8-acre city p ark. Established value and worked closely with City to equate deals, ensuring it was a win-win situation for both parties, and without sacrificing relationships . SENIOR VP OF U.S. OPERATIONS (2001 - 2003) Managed technology service delivery to the mortgage banking industry, comprising 45% market share. This organization included the technology division, customer support, consulting and internal company support, facilities, purchasing, securi ty, etc. Challenged to bring all service delivery together in one unified organi zation for the largest mortgage banking service bureau in the world. Direct Repo rts: 7; Indirect Reports: 500; Budget: $105 million. Selected Contributions * Gained market share as result of service improvements as measured by customer satisfaction surveys. These departmental efforts allowed for future organization al growth, with market share reaching 62%. - Reorganized functions to optimize abilities and built a management team that w as committed to developing and executing common goals. - Created project management office which tied all projects to a common set of d

isciplines and provided oversight to ensure all areas adhered to a process. - Saved millions of dollars annually by tying consulting activities with custome r support activities to ensure smooth transition for clients converting to compa ny's software package systems, eliminating long conversions involving time and c ost. SENIOR VP & DIRECTOR OF TECHNOLOGY (1997 - 2001) Tasked with turning around technology division. Revamped entire philosophy to re align technology division with the business. Split Mainframe Operations and Dist ributed Systems Operations, achieving the most effective management within an in creasingly complex environment. Additionally co-founded Performance Review commi ttee as a way for managers to identify and effectively address problems. Direct Reports: 7; Indirect Direct Reports: 275; Budget: $85 million. Selected Contributions * Tripled internal satisfaction score from average 2.4 to 6.2 (on a scale 1 - 8, with 8 being the best). * Earned superior scores from clients on the external satisfaction survey, achie ving the greatest improvement from one survey to the next (18 months) in the his tory of the company. Earlier Fidelity National Information Services (FIS) History: Senior VP - Internal Support Services Upon completion of $52 million construction project, requested to lead all inter nal functions of the company, including facilities, security, space planning, fo od service, landscaping, purchasing, telecom, desktop services, etc. Saved company millions of dollars through extensive research of support contract services; based on information, decided it was more cost effective to create a n Internal Support Services department. Built from scratch - hired and trained s taff, negotiated vendor contracts, and reorganized staffs. Developed highly succ essful processes that are still used today. Direct Reports: 6; Indirect Reports : 50; Budget: $30 million. VP of Real Estate - Promoted in the Alltel Information Services (AIS) acquisitio n. Requested by President to take on multimillion-dollar building projects. Deliver ed $52 million project on-time and under budget, consistently driving for tangib le results while overcoming significant obstacles. Received broad recognition as it was the largest project that year in the State of Florida, winning numerous awards for the building on the St. Johns River. Data Center Manager at Computer Power, Inc. (CPI) which was acquired by Alltel i n 1992. Hired into CPI due to large IBM-based data center experience. Recruited to meet data center's organizational requirements during time of accelerated growth. Ide ntified opportunities for improvement, changed and modified the processes as nec essary, reorganized employees accordingly, and built highly effective operation. Direct Reports: 5.; Indirect Reports: 40; Budget: $20 million. Prior FIS Experience: Operations Manager - American General Corporation; Operat ions Manager - County of Lee, Florida Education & Credentials Education MBA * Business, Jacksonville University * Jacksonville, FL AA * Business, Edison College * Ft. Myers, FL Board Participation Jacksonville Economic Roundtable * Current Member; formally served as President (2002 - 2004) and Vice President (2000 - 2002) Leukemia & Lymphoma Society * President, 2004 -2007 National Board of Directors of Leukemia & Lymphoma Society * Member, 2003 - 2007 Red Cross * Member, 2005 - 2007

Presentations Requested to give numerous speeches and presentations at such venu es as the Chamber of Commerce, City Councils, DOT's, Rotaries, etc. talks offer information regarding major construction projects or public representation of th e company. Committees Served on corporate executive committees, as well as various steering committees for major projects, such as the FIS acquisitions.