ealized a significant profit by building FIBI to the point where it was sold for a valuation $200 million (FIBI's valuation today is -$550 billion) Piotrkowsky's business relationship with the three Safra brothers spanned 14 years (1990-2003) during which he achieved a position of trust that went far beyond

tive in Israel. The analysis indicates a significant opportunity to capitalize on built-in market inefficiencies in the Israeli banking sector. Mr. Piotrkowsky has an impressive track record. He turned a $24m investment in the bank he ran as CEO into $110m (the amount realized by the shareholders upon sale