Strategic planner and problem solver with experience in Fortune 100 strategy, marketing, distribution, and supply chain functions Director of Strategy at WhiteWave Foods Company. Former Toyota manager who optimized North American vehicle and service parts supply chains, taught the Toyota Production System and Kaizen principles throughout the U.S., and influenced Lexus and truck marketing strategies. Former J.P. Morgan investment banker who helped CEOs and CFOs design and execute strategic and financial initiatives, including sell-side equity and M&A advisory. Strengths: Strategic project management, quantitative analysis, financial & simulation modeling, executive-level communication, negotiation, vendor management, leadership, and employee development

Director of Strategy @ Identify, develop and implement strategic and operational opportunities for leading, high growth Consumer Packaged Goods company. From February 2015 to Present (11 months) Operations Excellence Manager (NAPO) @ • Transformed group that trains organization in Kaizen and Toyota Production System principles into an internal consulting group that also solves problems at both the strategic level for executives and at the local level for facility managers. Identified $1.2 million labor savings opportunity in second month on the job. Designed and implemented new skill evaluation and certification programs, improving both efficiency and efficacy. • Led cross-functional team tasked with improving 1 million-square-foot facility’s receiving and shipping operations. Reduced buffer yard congestion by 25% through improvements in procurement, facility operations, and transportation. From April 2014 to February 2015 (11 months) Logistics Planning Manager (NAPO) @ NAPO manages a distribution network that supplies parts to N.A. distributors, U.S. dealers and int’l customers. • Managed logistics of $4.5BN/year service parts supply chain comprised of 60+ intermodal, trucking, air and marine logistics service providers, 700+ NA suppliers, & 50+ US & int’l destinations; Negotiated Master Services Agreements with major trucking and intermodal carriers. • Optimized the parts network by changing route designs, incoterms with export customers, etc. Saved $4M+ annually out of a ~$180M/year budget in an environment of driver shortages and rising rates. Led cross-functional team to guide organization through supply chain crises, including hurricanes and port strikes. From January 2012 to March 2014 (2 years 3 months) Rail Strategy & Operations Manager / Strategic Planning Manager @ TLS processes, accessorizes, and transports 2MM vehicles a year Rail Operations: - Led team that managed operations of Toyota’s North America rail network comprised of 8 Class I carriers, 12 origins, 14 interchanges, and 33 destinations. Annual budget = ~$500M. - Identified damage and service failure trends; jointly developed countermeasures - Represented Toyota as leader in rail logistics industry committees (e.g. TTX Reload), developed rail volume forecasts and negotiated railcar fleet size requirements - Led rail portion of new freight payment system (Oracle) implementation Network Optimization: Identify opportunities for network changes (routes, carriers, and modes). Key accomplishments include: - Contracts: Negotiated contracts with 8 rail carriers; netted annual savings of $40M+ - Operations: Saved $6M+ a year by restricting usage of railcar types, improving trucking velocity out of rail ramps, and increasing load factors - Network Design: Analyzed potential plant sites based on logistics strategy and costs. Established new railheads to reduce costs and enhance strategic positions - Distribution: Optimized distribution of vehicles manufactured at multiple plants in US & Japan, saving millions of dollars Operations Research: - Built simulation model to estimate impact of "day of the week" loading on inventory and loading operations. Implementation resulted in lower transit times, variances and damage rates. - Determined impact of batch flow processes inserted between continuous flow processes in the supply chain. Reduced TLS operating costs by $500K+ and improved vessel utilization Forecasting, Analysis & Business Development: - Improved accuracy and forecast development times for volume forecasts - Enhanced forecast model for freight cost (2nd largest Toyota budget at ~$850M), improving accuracy, production time, and analysis capabilities - Presented business cases for CAPEX projects to executives and led negotiations for port leases From August 2006 to December 2011 (5 years 5 months) Strategic Planning & Business Development Administrator @ - Worked with dealer general managers and staff, and Lexus field support to incorporate Toyota Production System and Kaizen principles to dealer service department operations - Forecasted dealer service capacity requirements - Researched dealer service enhancement opportunities, including RFID, WiFi, and other facility, amenity and operations improvements From May 2006 to August 2006 (4 months) Business Planning Consultant @ - Assisted departments in developing business plans that linked financial forecasting with business and strategic planning; analyses included macroeconomics, internal business drivers, pricing strategy, competitive landscape, objectives, tactics, metrics, and targets - Evaluated the long-term strategic impacts of implementing various pricing strategies - Assisted departments in developing and presenting business cases for various capital expenditures - Created presentation and coordinated logistics for quarterly company-wide presentation of industry results and trends and Toyota performance metrics From June 2004 to April 2006 (1 year 11 months) Strategic Research & Planning @ Refined corporate definition of the affluent youth segment through extensive market research and analysis From 2004 to 2004 (less than a year) Accessories Marketing Intern @ - Evaluated international sales, marketing, and customer support operations; recommended an organizational restructuring to reduce redundancies and improve efficiencies; redefined roles and responsibilities and forecasted potential impact of changes on sales and profitability - Analyzed the marketing group’s operations and recommended new methodologies for pricing and promotions to grow accessory sales and improve overall profitability - Received full-time offer to join the company's highly selective Graduate Management Associate program designed to develop its future leaders From June 2003 to August 2003 (3 months) Investment Banking Financial Analyst @ - Managed M&A, IPO, and private equity deals; coordinated cross-functional teams, developed management road show presentations, offering memoranda & SEC documents, etc. - Evaluated strategic alternatives through valuation analysis and extensive industry and international market research; advised clients on combination and acquisition targets, various forms of equity and debt financing, and financial restructuring From September 1998 to August 2001 (3 years)

MBA, Marketing, Strategy @ University of California, Los Angeles - The Anderson School of Management From 2002 to 2004 MBA - Study Abroad, International Corporate Strategy @ Hitotsubashi University From 2003 to 2003 BA, Economics @ Brigham Young University From 1993 to 1998 Nile C. Kinnick High School From 1987 to 1993 Byrd Elementary School Jarom Matsuda is skilled in: Business Planning, Financial Analysis, Pricing, Marketing Research, Strategic Analysis, Mergers, Logistics Planning, Forecasting, Operations Management, Logistics, Strategic Planning, Competitive Analysis, Cost Reduction, Business Strategy, Budgeting