Mr. Jackson provides restructuring advisory and fiduciary services as a contract member of D. R. Payne & Associates, Inc. Mr. Jackson has over thirty (30) years of service as an executive officer in the industry. Mr. Jackson’s direct chief restructuring officer. interim CFO, receiver and executive officer/management team experience is set forth below:

LO TRANSPORT: Appointed receiver to Collins County, TX to perform an orderly liquidation of rolling stock and real property and identifying claims for potential recovery actions.

GRAVITY ENERGY SERVICES: Served as interim chief financial officer leading the rightsizing and restructuring of an oilfield services company.

AGRIBUSINESS & FEEDLOT OPERATION: Served as a financial adviser to a borrower in a matter with defaulted loan obligations with InterBank; prepare strategic options, 13-week and 26-week cash flow budgets for each operating unit; assisted with loan modifications; identified potential liquidity events and non-core assets to monetize.

NICHOLS BROTHERS: Served as CRO to a family of companies involved in oil & gas and real estate.

AMEREX, INC.: Served as part of the management team and controller of a publicly traded entity through a multi-year reorganization process involving five filed competing plans.

STANDARD DRILLING: Served as CEO for founding equity sponsors to lead startup and capitalization efforts of an offshore drilling company employing premium jack-up rigs. Directed company in the following areas:

• • • Leveraged industry contacts to secure investors and capital infusion.
    • Strategically positioned Company to capitalize on strong market outlook and opportunities.
    • Doubled stock price to 11 Kroner on the Oslo exchange by leading marketing and sales strategies and winning high-profile contracts.

NOBLE CORPORATION: Served in various positions including CEO, COO and Chairman. Directed all financial activities, business development, and purchasing. Elected President and COO in 2005 as part of the CEO succession plan, reporting directly to the Chairman. Assumed top leadership position in 2006, directing all company activities in areas as follows:

• • • Presided over explosive growth during 30-month term as CEO and COO, as revenues increased to $3 billion from $1.4 billion and net income improving to $1.2 billion from $297 million.
    • Assumed Western Hemisphere operational responsibility while serving a CFO. Oversaw offshore drilling, labor contract drilling, and project management.

SANTA FE CORPORATION: Served as EVP and CFO and reported directly to the Chairman and CEO; responsible in the following areas:

• • • Positioned Company as competitive market player by maintaining lean, risk-averse structure.
    • Directed Financial Team including the Treasurer, Controller, and officers responsible for tax, investor relations, government affairs, and communications.
    • Directed due diligence operations in preparation for sale to Devon Energy in 2000.

SNYDER CORPORATION: Served as CFO to direct high-volume corporate accounting and reporting; trusted advisor to the Chairman and to the President; instrumental with strategic initiatives and managed investor relations including:

• • • Directed Financial Team including the Treasurer, Controller, and officers responsible for investor relations, tax, and information systems.
    • Realized 15% increase in stock value after persuading Investment Banking Firm to issue a buy recommendation.
    • Identified Santa Fe Energy as a merger candidate and initiated acquisitions efforts.
    • Managed financial details of the merger and was awarded the largest bonus ever given by the Company.

APACHE CORPORATION: Served as Controller and CFO. Restructured and unwound a Master Limited Partnership (MLP) with inadequate systems that prevented proper interface and reporting to partners. Successful completion of the MLP project unlocked value for existing shareholders and enhanced company growth. Other project areas included:

• • • Heavily involved in corporate development as CFO. Structured deals, addressed tax issues, and communicated value to the public.
    • Instrumental in the acquisition of Hall Houston Gulf of Mexico assets; asset acquisition of Aquilla energy from Utilicorp; asset purchase in Egypt; acquisition of Texaco’s domestic producing properties and Amoco’s producing properties; and acquisitions of DeKalb Energy and Hadson in Australia.

Oklahoma Christian – Bachelor of Science in Accounting