1. VINIT AJIT TEREDESAI – 049230 VINIT AJIT TEREDESAI – 049230 CFO – INFORMATION TECHNOLOGY CFO – INFORMATION TECHNOLOGY Chief Financial Officer – SunGard Global Technology

2. Turnover (Sales) of the Company in Rupees: INR - 5,567,939,067 Turnover (Sales) of the Company in Rupees: INR - 5,567,939,067 Net worth of the Company: Net worth of the Company: INR - 3,094,785,545 Market Capitalization of the Organization: Market Capitalization of the Organization: NA – Privately held Note: Please give details of the company where the person is located. For CA Business Achiever or CFO where person is handling multiple companies within a group, please give composite details of all companies under the domain of nominee. Details of Individual companies may be given separately. The applicants of CA Professional Achiever should give details only of the company where they are working.

3. KEY ROLE IN THE ORGANIZATION In current role as CFO at SunGards Global Technology business, Vinit Teredesai is responsible for finance, tax, treasury and procurement functions for SunGards global solution centres in China, India, and Tunisia. He has also been responsible for setting up shared services finance functions in India and making it the largest & fast growing shared services center in less than 2 years time frame. He has been instrumental and responsible for consolidating the 9 offices in Pune to 2 large offices with seating capacity of 3000+ leveraging one of the operations in SEZ. In current role as CFO at SunGards Global Technology business, Vinit Teredesai is responsible for finance, tax, treasury and procurement functions for SunGards global solution centres in China, India, and Tunisia. He has also been responsible for setting up shared services finance functions in India and making it the largest & fast growing shared services center in less than 2 years time frame. He has been instrumental and responsible for consolidating the 9 offices in Pune to 2 large offices with seating capacity of 3000+ leveraging one of the operations in SEZ.

4. MAJOR ACHIEVEMENTS Since 2006 the company has grown from 600+ employees to 4,000 and from India to India, China and Tunisia. Since 2006 the company has grown from 600+ employees to 4,000 and from India to India, China and Tunisia. In the achievements listed below my role is conceptualizing the strategy, working and convincing strategic stakeholders and playing team leader in executing it. In the last 6 years major achievements are: In the achievements listed below my role is conceptualizing the strategy, working and convincing strategic stakeholders and playing team leader in executing it. In the last 6 years major achievements are: 1) Successfully merged 2 legal organizations in India tax efficiently saving the organization more than $3.0 million in tax. 1) Successfully merged 2 legal organizations in India tax efficiently saving the organization more than $3.0 million in tax. 2) Set-up new operations in Special Economic Zone timing it right during the rapid growth phase. The operations which started with 100+ employees grew to 800+ employees from 2009 to 2011. 2) Set-up new operations in Special Economic Zone timing it right during the rapid growth phase. The operations which started with 100+ employees grew to 800+ employees from 2009 to 2011. 3) Started of shared services finance function in India from scratch, scaled it to 120+ employees in 18 month time frame making it the largest shared services in SunGard globally and saving millions of dollars for SunGard. 3) Started of shared services finance function in India from scratch, scaled it to 120+ employees in 18 month time frame making it the largest shared services in SunGard globally and saving millions of dollars for SunGard.

5. MAJOR ACHIEVEMENTS 4) Consolidated 9 offices in Pune into 2 offices by successfully negotiating the rentals and helping the rest of management team in managing the build-out and migrating the operations without any delay. 4) Consolidated 9 offices in Pune into 2 offices by successfully negotiating the rentals and helping the rest of management team in managing the build-out and migrating the operations without any delay. 5) In the last 2 years successfully managed the separation/hive off of 2 businesses into separate operations in most tax efficient manner. 5) In the last 2 years successfully managed the separation/hive off of 2 businesses into separate operations in most tax efficient manner. 6) Successfully put an foreign exchange hedging strategy in place helping the company 6) Successfully put an foreign exchange hedging strategy in place helping the company successfully mitigating the effects of volatility in FX markets in last 4 years. successfully mitigating the effects of volatility in FX markets in last 4 years. 7) From P&L size perspective including India, China and Tunisia the size has increased from $25 million in 2006 to $125 million in 2012 a CAGR of 38%. 7) From P&L size perspective including India, China and Tunisia the size has increased from $25 million in 2006 to $125 million in 2012 a CAGR of 38%.