Page | 1 © 2015 Altisource. All Rights Reserved. PROPRIETARY AND CONFIDENTIAL. This document contains copyrighted, proprietary and confidential information of Altisource Solutions S.à r.l. and/or its affiliates (collectively, “Altisource”) that may constitute trade secret and/or legally privileged information. Any disclosure, copying, distribution or use of any of the information contained herein that is not expressly permitted by Altisource in writing is STRICTLY PROHIBITED. Altisource, the Altisource logo, the “REAL” family of trademarks and service marks, and certain other marks identified herein are trademarks or service marks of Altisource ACC Annual Europe Conference Project Management in Complex Transactions Gregory J. Ritts General Counsel Altisource Portfolio Solutions S.A. PROPRIETARY. This document contains copyrighted material of of Altisource Portfolio Solutions S.A. and/or its affiliates (collectively, “Altisource”). Any disclosure, copying, distribution or use of any of the information contained herein that is not expressly permitted by Altisource in writing is STRICTLY PROHIBITED. Altisource, the Altisource logo, the “REAL” family of trademarks and service marks, and certain other marks identified herein are trademarks or service marks of Altisource. © 2015 Altisource Portfolio Solutions S.A.

Page | 2 © 2015 Altisource. All Rights Reserved. –Utility of using project management techniques in mergers, acquisitions and complex transactions –Project Management is especially valuable in complex transactions  Importance and profile of transaction  Timing critical  Multiple work streams and contingencies  Cross disciplinary –Manage organizational politics –Provide visibility to company leadership Summary

Page | 3 © 2015 Altisource. All Rights Reserved. –Identify constraints  Timing  Costs  Skills available  Resources available –Identify project leaders  Leadership evolves as project advances  Must have authority and support –Develop a plan – RACI diagram  Responsible – people assigned to each task/work stream  Accountable – individual accountable for task completion  Consulted - individuals whose input is required  Informed – those updated on progress and issues Scoping the Project

Page | 4 © 2015 Altisource. All Rights Reserved. –What has to be completed and when to close transaction –Define deliverables and timing  Competition filings  Regulatory approvals  Exchange filings  Financing  Creditors notices  Insurance  Contractual notices  Client and partner notices  Technology considerations  Facilities considerations –Assign an individual who is accountable for each deliverable Critical Path Analysis

Page | 5 © 2015 Altisource. All Rights Reserved. –Corporate Development/Strategy –Relevant Business Unit(s) –Legal –Finance –Human Resources –Information Technology –Insurance/Risk Management –Internal Audit –Real Estate/Facilities –Procurement –Inventory Management –Compliance –Security Identify the Players

Page | 6 © 2015 Altisource. All Rights Reserved. –Develop a Communication Plan and Rhythm  Communication and coordination are the keys to a successful project management plan  Two-way and one-way communications plans –Regular Meetings  Live meetings  Tangible tracking  Status updates  Subcommittee meetings  Constantly refine plan –Tools  MS Project  Easy to see status and work streams at risk –Escalation path Tracking Progress

Page | 7 © 2015 Altisource. All Rights Reserved. –Leadership by influence  Building bridges  Dealing with lack of direct authority –Potential for differing goals and interests  Sense of group ownership of process and problems –Strength in the cross functional nature of the team  Group problem solving  Demonstrating value in the process  Feedback loop  Keeping it constructive –Joint ownership and credit for the results Critical Nature of Soft Skills

Page | 8 © 2015 Altisource. All Rights Reserved. –No surprises –Real-time adjustment –Ability to deal with multiple variables Conclusion