Stephen H.

Olsen

e-mail: so13a2c22@westpost.net Cell: (248) 310-6276

SUMMARY * Business Development executive with nearly 20 years of experience and a passio n for making deals; History shows a proven track record for executing on an M&A strategy that achieves transformational results; Accomplishments demonstrate abi lity to negotiate challenging transactions with positive financial results; Refe rences point to strong project management and interpersonal skills that support gap assessment, strategy development, and drive accountability in delivering res ults CURRENT POSITION June 2002 - Current, Deal Director, Corporate Mergers & Acquisitions, Delphi Cor poration, Troy, MI Closed 13 deals. Majority were divestitures to raise cash and shed non-core bus inesses in order to transform the company product portfolio. Generated over $31 0 million of proceeds dealing with both strategic and financial buyers. Largest transaction involved the sale of Delphi's global lead acid battery business to a large strategic buyer. Total revenue of the business was $500 million operati ng in 8 countries and 9 facilities. The deal required financial support from it s largest customer in order to make the transaction viable. Negotiated the Purc hase Agreement and the Customer Support Agreement, led the global due diligence and was able to resolve valuation issues without reducing purchase price. Drove disciplined process that led to achieving the target close date. Communicated regularly with CFO on project status, valuation issues, and potential risks. Di rected the financial analysis comparing alternatives for the sale. Developed s trong negotiation skills, an ability to deal with conflict, and a deep understan ding of the M&A process to execute a portfolio transformation. EXPERIENCE 2001 - 2002, Deal Manager, Corporate Mergers & Acquisitions, Delphi Corporation, Troy, MI Supported various acquisitions and projects including analyzing a stock purchase of Visteon. Analysis included evaluating the strengths of the combined portfol io, synergy opportunities, and the competitiveness of the resulting global footp rint. Made a recommendation that was adopted by the Board of Directors to defer on the acquisition. The acquisition was too risky based upon the increase in c ompany exposure to a strong labor union. Other experience included evaluating t he acquisition of Chrysler's audio business; however, due to significant employm ent liabilities, agreement on price was not achieved. 1998 - 2001, Financial Manager, Occupant Protection, Delphi Interior Systems Div ision, Warren, MI Led financial analysis for quoting air bag business to GM. Helped the commercia l team develop negotiating strategies with the customer; one example included a strategy to offer customer cost savings on current business in exchange for awar d of new business. Resulted in improved profitability on the current product an d achieved top line growth. 1995 - 1998, Strategic Planning Manager, Seating Systems, Delphi Interior System s Division, Warren, MI Led development of offering memorandum and played a key role in presenting the b usiness plan to potential buyers during management presentations. Once the buye r was selected, facilitated joint senior management meetings to resolve issues u ncovered during the due diligence process. Transaction closed September, 1998. Led Delphi's negotiation of post-closing adjustments related to the sale. Initi al claim was $75 million and settled for $4 million including an agreement for n o future claims.

1994 - 1995, Operations Manager, Interior Products, Delphi Interior Systems Divi sion, Warren, MI Led development of cost savings proposal to establish in-house manufacturing of air bag covers which resulted in annual cost savings of $10 million. Developed idea to convert an idle seat trim plant and retrain existing cut and sew workfor ce to supply air bag covers utilizing similar skills. 1986 - 1994, Various Analyst Positions, Delphi Interior Systems Division, Warren , MI and Livonia, MI Held analytical and supervisory positions in the areas of performance analysis, general accounting, and product cost analysis. EDUCATION & OTHER PROFESSIONAL DEVELOPMENT * Master of Business Administration - 1997, University of Detroit * Recipient of MBA Scholarship Award (highest graduating GPA) and member of Beta Gamma Sigma Honor Society * Bachelor of Science, Finance - 1986, Indiana University PERSONAL * Married to Sara Olsen and have 2 boys, ages 12 and 16. Enjoy family activitie s, fitness, travel, and golf. REFERENCES - available upon request Stephen H. Olsen Deal Director, Corporate Mergers & Acquisitions HIGHLIGHTS OF DEAL ACTIVITY: Sale of Global Lead-acid Battery business * Annual revenue of $500 million operating in 8 countries and 9 facilities * Deal required financial support from its largest customer in order to make the transaction viable * Negotiated the Purchase Agreement and the Customer Support Agreement * Led the global due diligence and was able to resolve valuation issues without reducing purchase price. Drove disciplined process that led to achieving the ta rget close date Formed a Lithium Ion battery Joint Venture * Start-up venture focused on commercializing lithium-ion technology for electri c vehicles * Delphi contributed technology, assets, and people; partner contributed cash * Negotiated equity stake of 19.5%, $8 million of preferred stock, and certain w arrants in Ener1 * Delphi monetized these rights in 2008 for $8 million of cash and $20 million o f Ener1 stock Sale of Wheel Bearings business * Annual revenue of $275 million operating from a site in Sandusky, OH * Workforce comprised of high wage UAW employees, including $75 million severanc e liability * Negotiated Purchase Agreement including post-closing payment for Delphi if buy er is able to implement a competitive operating agreement with UAW Sale of Global Exhaust business * Annual revenue of $300 million operating in 8 countries with 6 facilities and 2 technical centers * Negotiated the Purchase Agreement and led the global due diligence

Sale of Mobile Aria business * Early-stage venture with annual revenue of $15 million * Developed an accelerated sale process to close transaction prior to subsidiary running out of cash * Transaction was Delphi's 1st bankruptcy auction; resulted in improved sale pri ce from $6 million to $11 Sale of Medical Systems business * Comprised of a $30 million contract manufacturing site in Colorado and 4 early stage OE products * Managed a disciplined timeline to close deal prior to key technical resources departing Delphi o Bankruptcy court limited ability to offer retention packages Sale of Fuel System business * Annual revenue of $18 million projected to decline as final customer program w ould build out in 2013 * Operated from a site in Germany with a unionized workforce * Negotiated Purchase Agreement Sale of European Engine Systems business * Annual revenue of $9 million operated from a site in Sweden * Negotiated an earn-out if certain sales metrics are achieved Acquisition of equity stake in a European start-up Satellite Radio company * Negotiated Purchase Agreement that provided Delphi a 3.5% royalty on subscribe r revenue and an exclusive supply agreement for Delphi to manufacture the hardwa re