Executed global, 30 country, 22 language, study to drive $2 billion investment decision at Caterpillar. Designed and managed $2.1 million study to determine product strategy & development design criteria for 500 to 10,000 HP diesel engines. Results led to decision to adopt a new centerline technology and retool factories to produce it market share grew by 28% within 5 years following introduction of new technology line. Created a sales management tool increasing State Street's selling effectiveness to institutional investor market. Designed and implemented a predictive model that provided insight into the global custodian selection process, allowing sales executive management to focus training programs and target specific business opportunities and pass on others. Increased business won/lost efficiency ratio by 17% while reducing selling costs by 5%. Preserved integrity of Caterpillar customer information, overcoming SEC plan to capture and share data. Caterpillar knew SEC was considering change to accounting laws, requiring disclosure of customer satisfaction metrics. Advised management it amounted to providing competitors with information about weaknesses. Constructed arguments against program with assistance of Legal. Presented flaws to industry conference and SEC quickly scrapped program. Built new market research unit for Reich Group, generating data collection client in 30 days. Company had excess capacity in telemarketing operations. Recommended expansion of marketing research by developing phone survey data collection capability. Developed training materials and protocols. Led initiative with three month deadline to make unit client-ready. Launched in just seven weeks. Gained first call center survey client virtually overnight. Created strategic intelligence support tool for State Street Corporation, producing advantages over competitors. Bank had no coordinated method of assembling and analyzing intelligence. Recognized need to leverage information to support business strategy decision making. Collaborated with IT/Web development to build system. Implemented web tool that client contact staff uses to provide intelligence data into centralized system producing organized output for analysts. Revitalized Satyam relationship with Caterpillar Strategic Support Services Group, preserving $10M account. Quality issues for $5M brand/customer analysis programs were growing with client seeking other vendors. Diagnosed underlying causes. Met with Caterpillar to explain findings, pledging commitment for fixes. Worked with Satyam offshore team to improve processes. Error frequencies dropped sharply. Gained commitment to increase programs twofold. Gained funding and established benchmark data collection program for aging research at UMDNJ. Medical school had recently established presence in aging research and wanted to become recognized national leader. Drafted business plan, proposing establishment of data collection panel of community dwelling NJ adults 50 to 74 years of age. Received commitment for seed funding of $2.83 million from UMDNJ for ORANJ BOWL Research Program. NIH and other aging research groups lauded project as resource for supporting research. Gerontological Society of America invited ORANJ BOWL investigators to present program to its membership at its annual scientific conference. Explained how to use ORANJ BOWL to conduct studies on aging phenomena among generalizeable respondent samples while cutting their research costs in half and completing data collection with 150% greater efficiency than previously possible. JONATHAN E. BRILL, PH.D. PAGE 2 3 Oak Ridge Court, Voorhees, NJ 08043 * 617.872.5580 * jonathan.brill.wh82@wharton.upenn.edu SELECTED ACCOMPLISHMENTS - CONT. Led product development study that increased profitability of telescoping fork lift product line at Caterpillar. When implications of conjoint modeling results implemented, sales grew from $45 million to $112 million and market share increased from 7% to 15% over a two year period, with substantial gains achieved in the important ag/farming and commercial office construction market sectors. Turned around project and client relationship, gaining new referral clients at J. P. Murphy & Co. Assumed management responsibilities for survey research project neglected by former employee who had exited the practice, saddling the company with a severely disgruntled client. Successfully established rapport with client, explaining management changes and making assurances that swift action would be taken. Instituted several catch-up procedures to complete project on time. Repaired client relationship and received new business referrals from client within 12 months. Guided product strategy for Caterpillar's entrance into the skid steer loader market, a market dominated by two deep pocket competitors (Bobcat and Case). Goal was to capture share from small competitors with minimal impact on Bobcat and Case market shares. Led complex research design (two-stage conjoint design embedded in a discrete choice model) to successfully achieve this director. Second year sales were $90 million with a market share of 8.4%, exceeding business plan objectives by 20%. 7 year goal of achieving 20% market share was realized in less than 5 years. - CONT. Led product development study that increased profitability of telescoping fork lift product line at Caterpillar. When implications of conjoint modeling results implemented, sales grew from $45 million to $112 million and market share increased from 7% to 15% over a two year period, with substantial gains achieved in the important ag/farming and commercial office construction market sectors. Turned around project and client relationship, gaining new referral clients at J. P. Murphy & Co. Assumed management responsibilities for survey research project neglected by former employee who had exited the practice, saddling the company with a severely disgruntled client. Successfully established rapport with client, explaining management changes and making assurances that swift action would be taken. Instituted several catch-up procedures to complete project on time. Repaired client relationship and received new business referrals from client within 12 months. Guided product strategy for Caterpillar's entrance into the skid steer loader market, a market dominated by two deep pocket competitors (Bobcat and Case). Goal was to capture share from small competitors with minimal impact on Bobcat and Case market shares. Led complex research design (two-stage conjoint design embedded in a discrete choice model) to successfully achieve this director. Second year sales were $90 million with a market share of 8.4%, exceeding business plan objectives by 20%. 7 year goal of achieving 20% market share was realized in less than 5 years.

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