As filed with the Securities and Exchange Commission on October 2, 2015

Registration No. 333-194848

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

AMENDMENT NO. 6

FORM S-1

REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933

SIRVA, Inc.

(Exact name of registrant as specified in its charter)

Delaware

4700

52-2070058

(State or Other Jurisdiction of

Incorporation or Organization)

(Primary Standard Industrial

Classification Code Number)

(I.R.S. Employer

Identification Number)

One Parkview Plaza

Oakbrook Terrace, IL 60181

(630) 570-3050

(Address, Including Zip Code, and Telephone Number, Including Area Code, of Registrant’s Principal Executive Offices)

Thomas Oberdorf

Chief Financial Officer

One Parkview Plaza

Oakbrook Terrace, IL 60181

(630) 570-3050 (Phone)

(Name, Address, Including Zip Code, and Telephone Number, Including Area Code, of Agent For Service)

Copies to:

Alexander D. Lynch, Esq.

Weil, Gotshal & Manges LLP

767 Fifth Avenue

New York, New York 10153

(212) 310-8000 (Phone)

(212) 310-8007 (Fax)

Rachel W. Sheridan, Esq.

Latham & Watkins LLP

555 Eleventh Street, NW, Suite 1000

Washington, DC 20004

(202) 637-2200 (Phone)

(202) 637-2201 (Fax)

Approximate date of commencement of proposed sale to the public: As soon as practicable after the effective date of this Registration Statement.

If any of the securities being registered on this Form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, check the following box. ¨

If this Form is filed to register additional securities for an offering pursuant to Rule 462(b) under the Securities Act, please check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. ¨

If this Form is a post-effective amendment filed pursuant to Rule 462(c) under the Securities Act, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. ¨

If this Form is a post-effective amendment filed pursuant to Rule 462(d) under the Securities Act, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer ¨ Accelerated filer ¨ Non-accelerated filer x Smaller reporting company ¨

The Registrant hereby amends this Registration Statement on such date or dates as may be necessary to delay its effective date until the Registrant shall file a further amendment which specifically states that this Registration Statement shall thereafter become effective in accordance with Section 8(a) of the Securities Act or until the Registration Statement shall become effective on such date as the Commission, acting pursuant to said Section 8(a), may determine.

The information in this preliminary prospectus is not complete and may be changed. Neither we nor the selling stockholder may sell these securities until the registration statement filed with the Securities and Exchange Commission is effective. This preliminary prospectus is not an offer to sell these securities and neither we nor the selling stockholder are soliciting an offer to buy these securities in any state where the offer or sale is not permitted.

Subject to Completion, Dated October 2, 2015.

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SIRVA, Inc.

Common Stock

This is an initial public offering of shares of common stock of SIRVA, Inc. SIRVA, Inc. is offering of the shares to be sold in this offering. The selling stockholder identified in this prospectus is offering an additional shares. SIRVA, Inc. will not receive any of the proceeds from the shares being sold by the selling stockholder.

Prior to this offering, there has been no public market for the common stock. It is currently estimated that the initial public offering price per share will be between $ and $ . SIRVA, Inc. intends to list the common stock on the New York Stock Exchange (the “NYSE”) or the NASDAQ Global Select Market (“Nasdaq”) under the symbol “SRVA.”

Investing in our common stock involves a high degree of risk. See “Risk Factors” beginning on page 23 to read about factors you should consider before buying shares of the common stock.

Neither the Securities and Exchange Commission nor any other regulatory body has approved or disapproved of these securities or passed upon the accuracy or adequacy of this prospectus. Any representation to the contrary is a criminal offense.


	Per Share	Total
Initial public offering price	$	$
Underwriting discount(1)	$	$
Proceeds, before expenses, to SIRVA, Inc.	$	$
Proceeds, before expenses, to the selling stockholder	$	$

(1)	We have agreed to reimburse the underwriters for certain expenses in connection with the offering. Please read “Underwriting” beginning on page 170 of this prospectus for additional information regarding underwriting compensation.

We and the selling stockholder have granted the underwriters the option to purchase up to an additional shares from SIRVA, Inc. and shares from the selling stockholder, in each case at the initial price to public less the underwriting discount.

The underwriters expect to deliver the shares against payment in New York, New York on , 2015.

Goldman, Sachs & Co.

Prospectus dated , 2015.

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We enable corporations to outsource their mobility needs – relocating and moving their executives and staff globally.

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DUBAI, UNITED ARAB EMIRATES PARIS, FRANCE

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HONG KONG, CHINA BANGKOK, THAILAND

TABLE OF CONTENTS


	Page
Summary		1
Risk Factors		23
Forward-Looking Statements		49
Use of Proceeds		50
Dividend Policy		51
Capitalization		52
Dilution		54
Selected Historical Financial Data		56
Management’s Discussion and Analysis of Financial Condition and Results of Operations		60
Business		102
Management		126
Executive and Director Compensation		133
Certain Relationships and Related Person Transactions		153
Principal and Selling Stockholders		157
Description of Certain Indebtedness		159
Description of Capital Stock		162
Shares Eligible for Future Sale		164
Material U.S. Federal Income Tax Considerations for Non-U.S. Holders		166
Underwriting		170
Legal Matters		177
Experts		177
Where You Can Find More Information		177
Index to Financial Statements		F-1

Through and including , 2015 (the 25th day after the date of this prospectus), all dealers effecting transactions in these securities, whether or not participating in this offering, may be required to deliver a prospectus. This is in addition to a dealer’s obligation to deliver a prospectus when acting as an underwriter and with respect to an unsold allotment or subscription.

Neither we (or any of our affiliates), the selling stockholder (or any of their affiliates), nor the underwriters (or any of our or their respective affiliates) have authorized anyone to provide any information other than that contained in this prospectus or in any free writing prospectus prepared by or on behalf of us or to which we have referred you. Neither we, the selling stockholder nor the underwriters take any responsibility for, and can provide no assurance as to the reliability of, any other information that others may give you. We are not, the selling stockholder is not and the underwriters (or any of our or their respective affiliates) are not, making an offer to sell these securities in any jurisdiction where the offer or sale is not permitted. The information appearing in this prospectus and any free writing prospectus is only accurate as of its date. Our business, financial condition, results of operations and prospects may have changed since that date.

Trademarks and Trade Names

We own or have the rights to use various trademarks, service marks and trade names referred to in this prospectus, including, among others, SIRVA, SIRVA Relocation, Allied, northAmerican, SMARTBOX, iMove.com and their respective logos. Solely for convenience, we refer to trademarks, service marks and trade names in this prospectus without the ™, ^SM and ^® symbols. Such references

are not intended to indicate, in any way, that we will not assert, to the fullest extent permitted by law, our rights to our trademarks, service marks and trade names. Other trademarks, trade names or service marks appearing in this prospectus are the property of their respective owners.

Market and Industry Information

Market data and industry information used throughout this prospectus is based on management’s knowledge of the industry and the good faith estimates of management. We also relied, to the extent available, upon management’s review of independent industry surveys and publications and other publicly available information prepared by a number of sources, including IBISWorld Inc., Information Week, PricewaterhouseCoopers Talent Mobility 2020, Workforce Management, Worldwide ERC and the American Moving and Storage Association. All of the market data and industry information used in this prospectus involves a number of assumptions and limitations, and you are cautioned not to give undue weight to such estimates. Projections, assumptions and estimates of our future performance and the future performance of the industry in which we operate are necessarily subject to a high degree of uncertainty and risk due to a variety of factors, including those described in “Risk Factors,” “Forward-Looking Statements” and elsewhere in this prospectus. These and other factors could cause results to differ materially from those expressed in our estimates and beliefs and in the estimates prepared by independent parties.

Non-GAAP Financial Measures

To supplement the financial information presented in accordance with the generally accepted accounting principles of the United States (“GAAP”), we use certain non-GAAP financial measures in this prospectus, including Net Service Revenue, EBITDA, Incentive EBITDA and Adjusted EBITDA.

Net Service Revenue and the related ratios presented in this prospectus are supplemental measures of our performance that are not required by, or presented in accordance with GAAP. Net Service Revenue is not a measurement of our financial performance under GAAP and should not be considered as an alternative to service revenue or any other performance measures derived in accordance with GAAP.

Net Service Revenue is defined as service revenue less purchased transportation expense. Management uses Net Service Revenue:

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as a measurement used in evaluating our consolidated and segment-level operating performance on a consistent basis;

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as a measurement to assess the amount of service revenue remaining after paying purchased transportation expense, which is the primary cost of providing household goods moving services by our agent/franchise network;

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for planning purposes, including the preparation of our internal annual operating budget; and

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to evaluate the performance and effectiveness of our operational strategies.

By providing Net Service Revenue, together with a reconciliation to GAAP results, we believe we are enhancing investors’ understanding of our business and our results of operations. Net Service Revenue has limitations as an analytical tool and you should not consider it in isolation, or as a substitute for, analysis of our results as reported under GAAP. Some of the limitations are:

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purchased transportation expense is more directly related to some service revenue types than others, thus the mix of service revenue types will affect gross profits; and

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the mix effect on gross profit will affect gross margin metrics.

We compensate for these limitations by relying primarily on our GAAP results and use Net Service Revenue as a supplemental metric. To address these limitations, we reconcile Net Service Revenue to the most directly comparable GAAP measure, service revenue. Further, we also review GAAP measures and evaluate individual measures that are not included in Net Service Revenue. For a reconciliation of Net Service Revenue to service revenue, see “Summary—Summary Historical Financial and Other Data.”

EBITDA, Incentive EBITDA and Adjusted EBITDA and the related ratios presented in this prospectus are supplemental measures of our performance that are not required by, or presented in accordance with, GAAP. EBITDA, Incentive EBITDA and Adjusted EBITDA are not measurements of our financial performance under GAAP and should not be considered as alternatives to net income, operating income or any other performance measures derived in accordance with GAAP or as alternatives to cash flow from operating activities as measures of our liquidity.

EBITDA represents net income (loss) before interest, taxes, depreciation and amortization. We have included Incentive EBITDA because this is the primary metric used in our Management Incentive Plan and used by management to assess our operating performance. We have included Adjusted EBITDA because we believe it provides management and investors with additional information to measure our performance and liquidity and estimate our value. Incentive EBITDA and Adjusted EBITDA eliminate the effects of items that we do not consider indicative of our core operating performance.

Management believes the inclusion of the adjustments to Incentive EBITDA and Adjusted EBITDA are appropriate to provide additional information to investors about certain material items that we do not expect to continue at the same level in the future. By providing EBITDA, Incentive EBITDA and Adjusted EBITDA, together with a reconciliation to GAAP results, we believe we are enhancing investors’ understanding of our business and our results of operations, as well as assisting investors in evaluating how well we are executing strategic initiatives. We believe EBITDA and Adjusted EBITDA are used by investors as supplemental measures to evaluate the overall operating performance of companies in our industry.

In evaluating EBITDA, Incentive EBITDA and Adjusted EBITDA, you should be aware that in the future we will incur expenses such as those used in calculating EBITDA, Incentive EBITDA and Adjusted EBITDA. Our presentation of EBITDA, Incentive EBITDA and Adjusted EBITDA should not be construed as an inference that our future results will be unaffected by usual or nonrecurring items.

EBITDA, Incentive EBITDA and Adjusted EBITDA have limitations as analytical tools and you should not consider them in isolation, or as substitutes for, analysis of our results as reported under GAAP. Some of the limitations are:

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they do not reflect interest expense, or the cash requirements necessary to service interest or principal payments, on our debt;

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they do not reflect our cash expenditures, or future requirements for capital expenditures or contractual commitments;

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they do not reflect changes in, or cash requirements for, our working capital needs;

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although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and these measures do not reflect the cash requirements for such replacements;

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they do not reflect our tax expense or the cash requirements to pay our taxes;

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Incentive EBITDA does not reflect the impact of earnings or charges resulting from matters we consider not to be indicative of our ongoing operations, as discussed in our presentation of Incentive EBITDA in “Management’s Discussion and Analysis of Financial Condition and Results of Operations” included elsewhere in this prospectus;

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Adjusted EBITDA does not reflect the non-cash component of employee compensation;

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Adjusted EBITDA does not reflect the impact of earnings or charges resulting from matters we consider not to be indicative of our ongoing operations; and

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other companies in our industry may calculate these measures differently than we do, limiting their usefulness as comparative measures.

Because of these limitations, EBITDA, Incentive EBITDA and Adjusted EBITDA should not be considered as measures of discretionary cash available to us to invest in the growth of our business. We compensate for these limitations by relying primarily on our GAAP results and using EBITDA, Incentive EBITDA and Adjusted EBITDA only supplementally.

To address these limitations, we reconcile EBITDA, Incentive EBITDA and Adjusted EBITDA to the most directly comparable GAAP measure, net income (loss). Further, we also review GAAP measures and evaluate individual measures that are not included in EBITDA, Incentive EBITDA and Adjusted EBITDA.

See “Summary—Summary Historical Financial and Other Data” for a description of the calculation of Net Service Revenue, EBITDA and Adjusted EBITDA and see “Management’s Discussion and Analysis of Financial Condition and Results of Operations—How We Assess the Performance of our Business—Incentive EBITDA and EBITDA” for a description of the calculation of Incentive EBITDA.

SUMMARY

This summary highlights information contained elsewhere in this prospectus and does not contain all of the information that you should consider before investing in our common stock. You should read this entire prospectus, including the sections entitled “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our consolidated financial statements and related notes thereto before making an investment decision. Unless otherwise stated in this prospectus, references to “we,” “our,” “us,” “SIRVA” and the “Company” and similar terms refer to SIRVA, Inc. and its consolidated subsidiaries.

Our Company

We are a leading provider of end-to-end relocation and moving services for multi-national corporations, government institutions and consumers, through a worldwide network of 1,475 locations in 170 countries. Our services are designed to provide our customers, typically large corporations, with the ability to efficiently and expeditiously relocate employees globally to execute their business strategies. We provide these services since relocation and moving are outside of our customers’ core competencies. We help manage all aspects of an employee’s relocation and believe that our suite of over 50 distinct services provides an enhanced experience for our corporate and government customers, relocating employees and their families.

According to the 2014 Workforce Management Relocation Hotlist (the “Relocation Hotlist”), SIRVA held a 26% volume share globally in relocation services in 2014 among companies that self-report to the Relocation Hotlist. In 2014, we executed over 333,000 relocations and moves, 55% of these were relocations with our contracted corporate customers, 38% were moves with individual consumers and 7% were relocations with contracted government customers. We served more than 1,800 corporate customers in 2014, including approximately 25% of the Fortune 500 and 60% of the Dow Jones 30, and many government agencies. Our corporate contracts typically have terms ranging from one to four years. We have long-standing relationships with our corporate customers with average retention rates reaching 98% for the period from 2012 to 2014 in our Relocation Services segment. We have a diversified customer base, with no single customer accounting for more than 3.2% of our service revenue in 2014 and our top ten customers accounting for approximately 16.8% of our service revenue in 2014. Our approximately 2,700 employees, located both within our offices and on-site within our customers’ human resources departments, provide a customized solution for each relocating employee. We provide moving services through our leading moving network, which includes third-party providers and franchise staff members operating under our leading Allied and northAmerican brands.

A transfer to a new location is a challenging time for the employee, their spouse/partner and their entire family, and can be even more difficult if the job is located in a new country with different languages, cultures, employment policies, visa rules, and tax laws. We assist corporations and employees with each aspect of the relocation process to ensure a smooth transition, generating revenue from each of the relocation and moving services that we provide. Our relocation services are provided directly by SIRVA and through our network of third-party providers, and our moving services are provided through our agent network in the United States and Canada, and through exclusive franchise relationships, agents and third-party relationships in the rest of the world.

The following is an example of the transfer of an employee with a family from New York to Beijing and illustrates the relocation and moving services that we provide:

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Our expertise lies in our proprietary business processes, our technological capabilities and our knowledge of the complex logistical and regulatory components involved in moving employees on a global basis. Our technical knowledge in the key areas of employment law, policy adherence, domestic and expatriate tax support, compensation law, customs, immigration, cultural integration, logistics and global supply chain optimization help ensure successful transitions for the relocating employees and their families worldwide.

We operate an asset-light agent/franchise moving network which has attributes similar to a traditional franchise model. Our network of third-party relocation and moving providers allows us to deliver specialized, local expertise in a wide range of countries. We provide our moving services, primarily consisting of interstate and international professional moves, through the majority of our 1,475 locations, including 55 company-operated locations and 1,420 agent/franchise locations, in 170 countries. Our agents and franchises operate in the United States and Canada under our nationally recognized moving brands Allied and northAmerican, and in the rest of the world under our Allied brand. Our moving operations were established over many decades, and allow us to deliver a quality customer experience and manage the move, while our agents and franchises provide the capital and labor to execute moves, including moving vehicles, warehouses and packaging and transportation support teams.

Based on IBISWorld Inc. (“IBISWorld”) market data, we believe that the relocation and moving industries (collectively, “mobility”) have attractive growth fundamentals, including a shift to outsourcing in international markets, corporate globalization and an increasing focus on global talent development and management. We have also witnessed growth in corporate activity which has driven demand for relocation services.

We believe we are well-positioned to benefit from an ongoing expansion of the global relocation industry as a result of our market leading position, scale, breadth of service offerings, recognizable brands and asset-light business model. Additionally, we have implemented a number of initiatives that we believe have significantly strengthened our operations and enhanced our ability to generate growth and continue to improve margins. We have reduced our operating costs by approximately $68 million since 2008 by streamlining business processes, investing in our technology infrastructure, implementing new policies intended to improve our risk management, focusing on an asset-light strategy and divesting non-core businesses that were not directly related to providing relocation services. We have also grown our franchise network, completed five strategic acquisitions and recruited an additional 19 sales professionals.

Our Operating Segments

We report our operations in four segments: Relocation Services, Moving Services, Growth Markets, and Australia. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for further information on our reportable segments.

Relocation Services

Through this segment we provide relocation services to corporations and government agencies including complete program management (e.g. expense management, reporting, relocation policy deployment and execution), and the supervision and implementation of all employee relocations. These services do not include the physical move of household goods provided by our Moving Services segment. We are a leading provider of end-to-end relocation services to corporate customers in North America. According to IBISWorld, our market share of relocation services in North America was 13.4% in 2014. Our services are designed to execute a corporation’s relocation program and are predominantly contracted with the human resource departments at our corporate customers. We provide a variety of relocation packages from full service relocation packages managed by SIRVA that are typically offered to a corporate customer’s more senior executives to more basic relocation benefit packages managed by SIRVA for all other employees. These full service relocation packages include home sale assistance, moving services, temporary accommodation, visa assistance services, cultural programs, domestic and expatriate compensation and tax support, expense management and spouse and partner support, among many other services available. The more basic relocation packages consist of only a few of these services. We earn revenue through program, service, and referral fees and through fees we earn from providing home sale assistance and mortgage services. In 2014, Relocation Services represented 33.5% of Net Service Revenue.

Moving Services

interstate and international moves. We manage a global agent network, akin to a franchise program, through which moves are executed. We own the Allied and northAmerican brands, and provide agents/franchisees with marketing, technology and revenue/expense services. The agents/franchisees are responsible for all asset purchases, including trucks and trailers, and employ the labor used to execute moves. In 2014, Moving Services represented 34.3% of Net Service Revenue.

Growth Markets

In our Growth Markets segment, we provide services similar to those provided by our Relocation Services and Moving Services segments, but in the growth markets of Asia, the Middle East, Europe, Africa and South America. The Growth Markets segment is a higher growth potential segment for us as we have only recently established sales operations in these markets to leverage our existing infrastructure. For example, historically we would move an executive from Frankfort, Germany to Beijing, China on behalf of a U.S.-based company and maintain branches and agent/franchise relationships in Germany and Beijing to offer this capability. To drive increased growth, we are now selling our capabilities to European, Asian, Middle Eastern and South American based companies directly, leveraging our existing operating infrastructure outside North America for corporations headquartered outside North America. In 2014, Growth Markets represented 14.6% of Net Service Revenue.

Australia

In our Australia segment, we offer relocation and moving services in Australia and New Zealand. This segment differs from our other segments because there is no agent moving network to utilize for moving operations. Therefore, we utilize a combination of third party franchises and our own operated moving locations. As a result, we operate a more asset-heavy model in this region, including direct ownership and operation of trucks, trailers and warehouses. In 2014, Australia represented 17.6% of Net Service Revenue.

Between 2010 and 2014, we increased our service revenue from $1,201.6 million to $1,464.4 million, Net Service Revenue from $373.4 million to $485.1 million, Adjusted EBITDA from $34.1 million to $84.5 million and net income (loss) from $(52.8) million to $60.7 million. For fiscal years 2012, 2013 and 2014, our service revenue was $1,438.9 million, $1,452.0 million and $1,464.4 million, respectively, Net Service Revenue, which we define as service revenue less purchased transportation expense, was $444.3 million, $459.9 million and $485.1 million, respectively, Adjusted EBITDA was $60.9 million, $70.9 million and $84.5 million, respectively, and net income (loss) was $(1.4) million, $9.7 million and $60.7 million, respectively. For the six months ended June 30, 2015, our service revenue was $664.1 million, Net Service Revenue was $236.1 million, Adjusted EBITDA was $34.1 million and net income was $3.8 million. For information on how we define Adjusted EBITDA and Net Service Revenue and reconciliations of net income (loss) to Adjusted EBITDA and service revenue to Net Service Revenue, see “—Summary Historical Financial and Other Data.”

Industry Overview

for relocation services. These services consist of managing numerous, distinct relocation and move events involving the relocation of the employee, their family and the employee’s household goods from their originating location to a destination location, while also managing the related legal requirements, visa and immigration requirements, human resources policies and needs specific to the relocating employee.

We compete against companies that solely provide relocation services, companies that solely provide moving services, companies that are primarily focused on real estate services and a limited group of companies that, similar to us, provide integrated relocation and moving services. Companies that provide only relocation services procure moving services and other services from third parties to complete the relocation for an employee and have limited control over the move. The majority of these companies are regional players and provide services in selected regions. Companies that solely provide moving services are typically regional companies that use partner companies if the destination of a move is not located in their covered area. Certain relocation companies are primarily focused on providing real estate services, such as broker services, and their relocation business is secondary to their primary business of real estate brokerage services. We believe integrating relocation and moving is the best model as it allows the relocation provider to exert a much greater level of control over the physical move itself. By combining relocation and moving, the relocating employee is offered the highest quality driver and crew to move and pack their home and is provided required relocation services before and after a move. SIRVA is the leading global provider for integrated relocation and moving services.

U.S. Market

In 2014, 89% of the U.S.-based corporations surveyed by Worldwide ERC outsourced their mobility services to an external provider. Although large corporations often have a relocation function or capability within their human resources departments, they do not typically possess the domain expertise or local resources across diverse geographies required to manage the numerous processes involved in a relocation. Accordingly, most corporations outsource these functions to relocation services providers to leverage the provider’s scale, expertise and technology.

Third-party research describes U.S. mobility services as consisting of various component services, with relocation services and moving services as the two largest component services.

The U.S. mobility services market is well developed and is the largest mobility services market in the world:

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Relocation Services. IBISWorld estimates that the market for U.S. relocation services will be $13.1 billion for 2015 and is forecasted to grow at an annualized rate of 4.8% from 2015 to 2020 to a total of $16.4 billion. Relocation services include expatriate services, temporary housing, property management, realtor advice, home sale and purchasing assistance and other value-added services. According to IBISWorld, we had a 13.4% market share in the U.S. relocation services market in 2014.

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Moving Services. IBISWorld estimates that the market for U.S. moving services was $14.0 billion for 2014 and is forecasted to grow at an annualized rate of 1.1% from 2014 to 2019 to a total of $14.8 billion. Moving services include moving, valuables protection, records management and storage, integrated logistics and information services and other value-added services. According to AMSA, we had a 28% U.S. market share for interstate consumer moves in 2014 among companies that self-report to AMSA.

International Markets

The international relocation and moving services market has also experienced growth. According to PricewaterhouseCoopers’ Talent Mobility 2020, the average number of mobile employees from global organizations has grown 25% over the past decade and is estimated to grow an additional 50% by 2020.

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Europe. 148 of the Global Fortune 500 corporations are headquartered in Europe and account for a significant amount of global mobility volume. We believe that the percentage of European companies that outsource mobility services is relatively small compared to their U.S. counterparts. We see a significant growth opportunity in the European market based upon the increasing shift to outsourcing of mobility services.

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Asia and Emerging Markets. We believe China, Brazil and India are growing markets for mobility services. As more corporations in these countries develop into global leaders, we believe their mobility needs will increase. Additionally, countries in the Middle East, including the United Arab Emirates, Qatar and Saudi Arabia, are becoming increasingly important to global corporations, driven partially by the energy industry, but also by the technology, industrial, retail and business services sectors.

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Australia. Australia is a relatively mature market. Our revenue growth in this region has been predominantly driven by the addition of new services, new customer wins and the strength of our Allied and SIRVA Relocation brands.

There can be no guarantee that the U.S. or international mobility services markets will continue to grow or that our revenue will increase as a result of any future growth in the mobility services market. See “Risk Factors—Risks Related to Our Business and Industry—Our efforts to expand our business into new geographic markets may not be successful.”

Differentiated Delivery Model

When choosing a provider of outsourced relocation services, corporations and government agencies seek a consistent quality of experience for their relocating employees, global capabilities with local service delivery, regulatory compliance and security, robust technology capabilities, and program management and control. We offer an end-to-end solution to our customers. We directly deliver select relocation and moving services both domestically and internationally through our own staff and deliver other services either through our agents and franchises or through partnerships with third-party service providers. This approach enables us to relocate employees across the globe, while delivering specialized services with consistent quality on a local basis. We work closely with the services supply chain and provide our customers and their relocating employees with a secure experience.

Our independently owned agent network performs the moving and related services that we offer to our customers located in the United States and Canada. The agent network supports the physical transportation of a relocating employee’s household goods under our two nationally recognized moving brands—Allied and northAmerican. Our network in the United States and Canada, which is similar to a franchise model, includes 386 third-party agents serving customers in 676 locations. These agents maintain their own fleets of transportation vehicles and real estate portfolio of warehouses and have packing/unpacking crews on their payroll. We believe our agent network positions us to maintain a low fixed-cost structure and provides us with significant operating leverage. We have renewed our contracts with our Allied and northAmerican agent networks through January 2018.

The following graphic illustrates examples of the services that we provide and the activities that are performed by our agent network:

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Competitive Strengths

The following is a description of the competitive strengths that have helped establish SIRVA as a leading global relocation and moving service provider:

Our Expertise Across a Broad Suite of Service Offerings

We take ownership of the key aspects of our customers’ global relocation programs and deliver over 50 distinct service offerings through our in-house experts, our network of exclusive agents and franchises and our third-party providers. Our broad suite of services enables us to provide a customized solution for each relocation, including employee-specific services at origin, moving of household goods and destination services, and in the case of an international relocation, on-going expatriate services over the course of the employee’s foreign assignment. We believe our extensive global experience servicing Fortune Global 500 companies, mid-size companies and small businesses enables us to accurately anticipate the complexities inherent in any relocation. Our employees are highly trained, and our team of relocation and moving experts includes individuals who hold the Certified Relocation Professional designation and the Global Mobility Specialist designation, each granted by Worldwide ERC, and who are certified public accountants and licensed real estate brokers. In addition to providing an enhanced employee experience and better control, we believe our expertise reduces the risk of non-compliance with laws in different geographies. This helps prevent some of the most critical and costly errors for our customers, such as the deportation of a transferred executive due to an unforeseen visa problem or compensation, payroll and tax issues in the United States or a foreign country due to inaccurate reporting.

Our Integrated Relocation and Moving Capabilities

We provide an integrated, end-to-end relocation and moving solution for our customers. By owning the moving van line network, we are able to ensure that the employee has a seamless relocation by controlling the entire relocation and moving process. For example, our integrated agent network allows us to select the specific moving crew that will be handling a relocating employee’s move, ensuring that our most capable people are handling our most complex relocations. A relocation company that does not have an integrated moving services business typically would rely on a contracted, independent third-party to perform the move.

Our Global Scale

We provide services across six continents and in 170 countries. In 2014, we served more than 1,800 corporate customers globally, including 25% of the Fortune 500 and 60% of the Dow Jones 30. These corporations need to relocate their employees on a global scale and our global relocation and moving network enables us to execute these moves on their behalf. As an example of our differentiated global presence, we have 161 franchise locations and 35 company-operated locations in the Asia Pacific region, including five locations in India where no other major competitor has a single office in India. In addition, we were one of the first relocation and moving companies to expand into key countries in the high-growth Middle East. We believe that our global scale allows us to provide a consistent level of service in comparison to our competitors.

Our Well-Recognized Global Brands

We market the SIRVA brand to human resource professionals globally. We also own two of the top brands in moving services in the United States and Canada—Allied and northAmerican—which are leveraged across a network of 386 third-party agents in the United States and Canada. Allied has been in business since 1933 and northAmerican has been in business since 1928. According to the Relocation Hotlist, SIRVA held a 26% volume share globally in relocation services in 2014 among companies that self-report to the Relocation Hotlist. In 2014, we were a market leader in U.S. relocation services according to IBISWorld. According to the December 2014 IBISWorld Report, SIRVA held a 20% market share in the U.S. moving industry.

Our Local Delivery and Execution

We have local delivery capabilities in 170 countries through our 55 company-operated locations, our 1,420 agent and franchise locations and our third-party provider network. These local agent, franchise and third-party provider relationships enable us to serve the complex needs of large multi-national corporations even in challenging or undeveloped markets while maintaining an asset-light structure. We actively manage our agent, franchise and third-party provider network, enabling us to deliver a consistent quality of service. We also maintain the ability to provide select services directly through our in-house experts to control sensitive aspects of a relocation. For example, our staff provides increased safety for the relocating employee’s family and protection over their personal information by directly delivering services, such as visa assistance.

Our Leading Technology Capability

Our technology platform is connected to our customers’ human resources departments, our agent/franchise network and our third-party providers. As of December 31, 2014, we employed approximately 150 full-time technology professionals. We have developed an extensive knowledge of the technologies deployed for relocation and moving solutions, which has enabled us to design and build our technology and implement it with our customers. Our proprietary global assignment platform, SIRVAConnect, provides us with the ability to estimate costs for a move, initiate a transaction, measure and track progress and manage key aspects of a relocation, as well as collaborate with human resources departments. Employees are also able to track the movement of their household goods and view and request additional relocation services directly via our platform, which is accessible on the employee’s laptop, tablet or mobile device. We have the ability to update our technology independently of the corporate IT departments with which we integrate, giving us the freedom to update and innovate our platform on our own schedule. Our technological capabilities have been acknowledged by our customers and their technology experts. In 2014, we were named on the Information Week 500 list of Top Technology Innovators, an annual listing of the most innovative corporate users of business technology in the United States across all industries, for the 12th consecutive year.

Our Management Team

The core values of our leadership team are integrity, collaboration, customer service and capital efficiency. Our leadership team has a diverse set of management experiences with companies including McKinsey & Company, AlliedSignal, Getty Images, Prudential Financial, Xerox, Ricoh, Motorola, General Electric and Dell Inc. Both our CEO, Wes Lucas, and our CFO, Tom Oberdorf, have over 14 years of experience in their respective roles. Since Mr. Lucas joined us in 2008, our financial performance has improved significantly.

Growth Strategies

We intend to capitalize on our leading position in relocation and moving services and our global scale to increase revenue, enhance our profitability and maximize the return on investment for our stockholders. We seek to achieve these objectives by executing on the following key strategies:

Continue to Grow Our Market Share and Win New Customers

We intend to leverage our leading market position, global presence, well-recognized brands, broad and integrated service offering and commitment to delivering a high-quality of service to grow our market share and win new customers. We believe that our recently implemented sales and marketing initiatives, including an expanded sales team, a new global sales strategy, targeted marketing efforts and new agent/franchise sales process will be integral in our efforts to win new customers. We believe that our differentiated technology solutions will also be a key factor in our ability to increase our market share. In 2014, we won three out of the seven largest RFP’s that we competed for and signed 41 new U.S. and Canadian corporate customers. In each year during the period from 2012 to 2014 we increased the estimated annual service revenue attributable to contracts signed during that year and we estimate that the annual service revenue attributable to contracts entered into in 2015 will be greater than the comparable figure for 2014. For example, in our Moving Services segment, our U.S. market share for interstate consumer moves has increased from 25% in 2008 to 28% in 2014 among companies that self-report to AMSA. We believe that the addition of these new customers will provide incremental revenue and reinforce our leading position in the relocation services market. We are focused on offering customizable solutions, which enable us to win business and

develop long-standing relationships with our customers. We have a 98% customer retention rate in each year from 2012 to 2014 for our corporate customers in our Relocation Services segment and an over 99% retention rate for our corporate and government institution customers in our Australia segment.

Increase the Number of Services Sold to Current Customers

Our broad service offerings provide an opportunity to cross-sell our diverse suite of services. Our team of dedicated experts works closely with our customers and their relocating employees to understand their individual needs at every stage of the relocation process and to identify areas where we can increase the quantity and depth of services that we provide. We believe we are positioned to leverage the breadth of our relocation services to expand the scope of our work with our existing customers in a variety of ways. For example, our account managers seek to add services to the existing contract, such as our visa assistance, language, domestic and expatriate compensation and tax support services. Our moving counselors also offer employees additional services during the relocation and at their destination location.

Expand Globally

We are targeting the expansion of our business in Europe. We believe that we can leverage our existing European infrastructure and network, consisting of 350 locations and seven company-operated offices in 42 countries which we have developed to serve our U.S.-based customers, to market to European-headquartered companies. To execute this strategy, we are investing in sales and marketing capabilities and acquisitions in the region to expand our customer base. For example, in March 2014, we hired a relocation professional with over 30 years of experience in the global relocation industry to lead our European operations and in June 2015 we hired a sales leader for our European operations. During 2013 and 2014, we had success increasing our business from two Fortune Global 500 European-headquartered customers to nine Fortune Global 500 European-headquartered customers. In addition, in March 2014, we acquired InHouse Relocation GmbH (“InHouse”), a German relocation and moving company, to grow our position in Germany.

We also believe there are growth opportunities in Asia, the Middle East, South America and Africa as corporations in these markets continue to expand their global reach, increasing their need for global relocation and moving services, and as U.S. and European multinational corporations continue to focus on growing in these regions. We have an extensive agent/franchise network in these regions, including 161 locations in Asia Pacific, 133 locations in Africa and the Middle East and 79 locations in Central America and South America. In addition, we have 35 company-operated locations in Asia Pacific, three locations in Africa and the Middle East and two locations in Central and South America. In 2012, we hired a new team to lead our growth efforts in Asia, and we have been focused on strengthening our market position in significant emerging markets, including China, Singapore and Malaysia. Additionally, in 2011 and 2012, we acquired relocation services businesses with locations in India and Brazil and invested in these regions to further strengthen our ability to serve these markets. We are also planning to expand our service offerings in key markets, including offering new immigration services in Malaysia, new destination services in the United Arab Emirates and new relocation services in Qatar, where we currently only offer moving services. Immigration services include visa and work permit requirements relating to a relocation and move event, and destination services include expat home or rental finding, area orientation, tenancy management and school search.

Continued New Product Development

We intend to continue to develop and market new technologies and tools that are designed to solidify our market position, expand our customer base, convert internet leads into revenue generating opportunities and be more responsive to our customers’ needs. We have several projects in various stages of development that we believe can be commercialized into attractive organic growth opportunities. Certain projects in development involve combining our industry expertise, global reach and proprietary technology platform to provide our customers with highly customized solutions. For example, we have recently developed a corporate human resources portal to enable human resources departments to access our relocation services directly, commercialized a global cost estimator and implemented a new reporting tool and data analytics service called SIRVAlytics. Additionally, we are working on expanding our service offerings to increase customer usage of services, such as expatriate compensation and tax support services.

Expand Into Adjacent Markets

We are continuously looking for opportunities to enter adjacent markets and capture new business. In October 2013, we launched the Xpress Marketplace, targeting individual employees who receive a lump sum payment to relocate and are obtaining relocation services on their own. These employees are often a majority of a corporation’s relocating employees that are afforded lower relocation budgets. We believe this represents an underserved market. Our product provides a portal, accessible via an employee’s smartphone or tablet, to our global network of agents, franchises and third-party providers along with our local delivery capability, enabling the relocating employees to better facilitate their relocation experience and stretch their lump sum allowance by using discounts they earn through our supply chain. We believe that the Xpress Marketplace enables our customers’ human resources departments to offer their relocating employees a service never before available. The human resources department also benefits from visibility of the relocation services utilized and monies spent, which allows them to better manage relocations for this group of employees.

We are also targeting the estimated $7.4 billion self-storage market and the multi-billion dollar self-moving market and believe that our March 2014 acquisition of SMARTBOX Portable Self Storage (“SMARTBOX”), a Do-It-Yourself (“DIY”) moving and storage company, provides a platform for the expansion of our relocation services into these DIY markets. We believe the SMARTBOX acquisition will allow us to expand our relocation service offering to corporate customers that want to provide a DIY option to their employees and to consumers looking for a more economical moving and storage option.

Improve Our Productivity and Drive Pricing Through Product Innovation

Over the last five years, we have focused on productivity improvements and product innovations that we believe have positioned us to improve our operating efficiency. For example, in our Moving Services segment, we are upgrading our IT systems and modernizing our operating system by installing GPS tracking devices on our agents’ trucks to enable network optimization, automating sales systems to enhance pricing capabilities and invoice processing and switching to a paperless system to document a move. From 2010 to 2014, we reduced selling, general and administrative expense as a percent of Net Service Revenue from 47% to 37%, and Adjusted EBITDA as a percent of Net Service Revenue grew from 9% to 17% over this same period. From 2013 to 2014, we reduced selling, general and administrative expense as a percent of Net Service Revenue from 39% to 37%, and Adjusted EBITDA as a percent of Net Service Revenue grew from 15% to 17% over this same period. We believe that there is potential to further increase our productivity.

We continue to have a significant amount of debt (approximately $ million of outstanding long-term debt and $ million of outstanding short-term debt as of June 30, 2015 on an as adjusted basis to give effect to this offering and the use of proceeds therefrom). Our significant debt may limit the availability of financial resources to pursue the growth strategies discussed above, and there can be no guarantee that any of the growth strategies described above will result in increased revenue and profits.

Revenue Model

Relocation Services

In our Relocation Services segment, total revenue is driven by the number of initiations and the complexity of the relocations. Initiations are the volume of relocating employees using one or more of our relocation services. An initiation begins with a notification from one of our corporate or government customers that an existing employee or future employee will relocate and we will facilitate that relocation. A relocation can last anywhere from a month to several years. The revenue per initiation varies depending on the complexity of the relocation and the number and mix of services utilized.

Our initiations vary from relocating employees with homes, which normally involve many diverse services required in a relocation, to relocating employees who require single services, and cover both domestic and global initiations under contracts signed in the United States. We earn fees for both the relocation of the employees and their family from one location to another and also for the destination services we provide, which include visa, corporate housing, cultural training, language lessons, school and spousal and partner support services. We obtain additional fees from ongoing services including expatriate payroll, expatriate expenses, property management and other services.

As part of our broad suite of service offerings, we provide the relocating employee home assistance services. We use home sale closings as the other key metric in tracking the performance of our Relocation Services segment because many of the services are delivered on or around the time relocating employees close on the sale of their home, and because that is the time when a significant portion of our revenue is recognized. Revenue from initiations involving home owners is typically the highest because of the need for complex relocation services, higher benefit packages provided to employees and the higher value of personal possessions. Home purchase and sale assistance contributes significant revenue overall by enabling us to capture other complex relocation services as part of a bundled offering, partially offset by the corresponding cost of assisting in these home purchase and sale transactions. If a physical move is required for a U.S. generated relocation, the revenue would be recorded in our Moving Services segment.

For our relocation services, we are often the single outsourced provider for our customers. We work with the human resource teams of our customers regarding their budgets for upcoming relocations and possible group corporate moves. These discussions combined with our high customer retention rate provide us with an indication of our future business from these customers.

Moving Services

In our Moving Services segment, total revenue is driven by the number of shipments we perform and the complexity and size of the shipments. A shipment is simply a domestic or global household goods move. The average revenue per shipment is a function of the mix of services required by the relocating employee. International shipments typically generate the highest revenue per shipment as these moves require a broader range of services. We recognize revenue invoiced to the relocating employee and incur costs (purchased transportation expense, or “PTE”) for services provided by our agent/franchise network.

Growth Markets and Australia

In our Growth Markets and Australia segments, similar to our Relocation Services and Moving Services segments, total revenue is driven by initiations for the services involving a relocation and the number of shipments we perform for the moving services provided.

Our Principal Stockholders

Following the consummation of this offering, affiliates of Aurora Capital Group (“Aurora”) and Equity Group Investments (“EGI”) are expected to own approximately % and % of our outstanding common stock, respectively, or % and %, respectively, if the underwriters exercise their option to purchase additional shares in full. As a result, Aurora and EGI will be able to exert significant voting influence over fundamental and significant corporate matters and transactions. See “Risk Factors—Risks Related to this Offering” and “Business—Our Principal Stockholders.”

Aurora and EGI may acquire or hold interests that compete directly with us, or may pursue acquisition opportunities that are complementary to our business, making such an acquisition unavailable to us. Our amended and restated certificate of incorporation will contain provisions renouncing any interest or expectancy held by our directors affiliated with Aurora and EGI in certain corporate opportunities. For further information, see “Risk Factors—Risks Related to Our Company and Our Organizational Structure—Each of Aurora and EGI independently has substantial control over us and will be able to influence corporate matters with respect to us. Aurora and EGI may have interests that differ from each other and from those of our other stockholders.”

Risks Affecting Our Business

Investing in our common stock involves a high degree of risk. You should consider carefully the risks described in “Risk Factors” before making a decision to invest in our common stock. If any of these risks actually occur, our business, financial condition and results of operations would likely be materially adversely affected. In such case, the trading price of our common stock would likely decline, and you may lose all or part of your investment. Below is a summary of some of the principal risks that we face.

•

We face intense competition in each of our operating segments;

•

We may be affected by adverse conditions in the global economy or in global financial markets;

•

Our customer contracts do not provide for any minimum purchase amounts, and if our customers are not successful, they could decrease the number of initiations or relocation and moving benefits for their employees, and our customers have the ability to terminate their contract with us on short notice;

•

Our growth depends, in large part, on continued growth in outsourcing of relocation and moving services;

•

We are exposed to risks related to the purchase, ownership, financing and resale of transferred employees’ homes at a loss;

•

We contract to provide our premium home sale product on a fixed percentage basis and inaccurate estimates could materially impact the profitability of these services;

•

We often face a long selling cycle to secure a new contract with our corporate customers, as well as long implementation periods that require significant resource commitments;

•

Our international operations subject us to risks of doing business in foreign countries, including exposure to, and potential fines and other penalties from, anti-corruption laws and export-control regulations, including those promulgated by the Office of Foreign Assets Control (“OFAC”);

•

Our efforts to expand our business into new geographic markets may not be successful;

•

We are dependent on third-party providers and service instability from these providers could increase our operating costs, expose us to liability and reduce our ability to offer services;

•

Several of our business activities are highly regulated; and

•

Each of Aurora and EGI independently has substantial control over us and will be able to influence corporate matters with respect to us.

Corporate Information

We are a Delaware corporation. SIRVA, Inc. was incorporated on March 29, 1998. Our principal executive offices are located at One Parkview Plaza, Oakbrook Terrace, IL 60181. Our telephone number at our principal executive offices is (630) 570-3050. Our corporate website is www.sirva.com. The information that appears on our website is not part of, and is not incorporated into, this prospectus.

THE OFFERING



Common stock offered by us		shares ( shares if the underwriters exercise their option to purchase additional shares in full).

Common stock offered by the selling stockholder		shares ( shares if the underwriters exercise their option to purchase additional shares in full).

Common stock to be outstanding after this offering		shares ( shares if the underwriters exercise their option to purchase additional shares from us in full).

Option to purchase additional shares of common stock		The underwriters also have the option to purchase up to an additional shares of common stock from us and additional shares of common stock from the selling stockholder identified in this prospectus. The underwriters can exercise this option at any time within 30 days from the date of this prospectus.

Use of proceeds		We estimate that the net proceeds to us from this offering will be approximately $ million, after deducting underwriting discounts and commissions and estimated expenses payable by us in connection with this offering. This assumes a public offering price of $ per share, which is the midpoint of the range set forth on the cover of this prospectus. We intend to use the net proceeds from this offering to repay certain of our outstanding indebtedness and for general corporate purposes. We will not receive any of the proceeds from the sale of common stock by the selling stockholder. See “Use of Proceeds.”

Dividend policy		We do not anticipate paying any dividends on our common stock in the foreseeable future; however, we may change this policy in the future. See “Dividend Policy.”

Voting rights		Each share of our common stock will entitle its holder to one vote on all matters to be voted on by stockholders generally. See “Description of Capital Stock.”

Risk factors		Investing in our common stock involves a high degree of risk. See “Risk Factors” beginning on page 23 of this prospectus for a discussion of factors you should carefully consider before investing in our common stock.

Proposed NYSE or NASDAQ symbol		“SRVA.”

Unless otherwise indicated, the number of shares of common stock to be outstanding after this offering excludes:

•

shares of common stock reserved for future grant under our compensation plans;

•

shares of our common stock issuable upon the exercise of options to purchase shares of our common stock, with a weighted average exercise price of $ per share;

Unless otherwise indicated, all information in this prospectus:

•

assumes an initial public offering price of $ per share, the midpoint of the range set forth on the cover of this prospectus;

•

assumes the conversion of all outstanding shares of our Series A preferred stock with an aggregate liquidation preference and accrued and unpaid dividends of $ into shares of our common stock (assuming an initial public offering price of $ per share, the midpoint of the range set forth on the cover of this prospectus), which will occur immediately prior to the closing of our offering (the “Preferred Stock Conversion”);

•

assumes no exercise of the underwriters’ option to purchase up to additional shares of common stock from us and the selling stockholder; and

•

gives effect to our amended and restated certificate of incorporation and our amended and restated bylaws, which will be in effect prior to the consummation of this offering.

SUMMARY HISTORICAL FINANCIAL AND OTHER DATA

The following table sets forth our summary historical financial and other data for the periods and as of the dates indicated. We derived our summary consolidated statement of operations data for the years ended December 31, 2014, 2013 and 2012 from our audited consolidated financial statements included elsewhere in this prospectus. We derived our summary consolidated statement of operations data for the six months ended June 30, 2015 and 2014 and our balance sheet data as of June 30, 2015 from our unaudited consolidated financial statements included elsewhere in this prospectus, and our summary consolidated statement of operations data for the fiscal year ended December 31, 2011 and 2010 from our unaudited consolidated financial statements which are not included in this prospectus. The unaudited consolidated financial statements have been prepared on the same basis as the audited consolidated financial statements and, in our opinion, reflect all adjustments necessary for the fair presentation of the financial information set forth in those statements.

The summary unaudited as adjusted balance sheet data as of June 30, 2015 has been prepared to give effect to the issuance of shares of our common stock in this offering at an assumed initial public offering price of $ , which is the midpoint of the range set forth on the cover of this prospectus. The following unaudited summary as adjusted financial information is presented for illustrative purposes only and is not necessarily indicative of the financial position that would have occurred if the relevant transactions had been consummated on the date indicated.

Our historical results are not necessarily indicative of future operating results. You should read the information set forth below in conjunction with “Selected Historical Financial Data,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our financial statements and the related notes thereto included elsewhere in this prospectus.


	Six Months Ended June 30,				Year Ended December 31,
	2015		2014		2014		2013		2012		2011		2010
	(in millions, except share and per share data)
	(unaudited)										(unaudited)
Statement of Operations Data
Service revenue
Relocation Services	$	88.7	$	73.7	$	162.4	$	142.9	$	133.1	$	137.5	$	129.6
Moving Services		473.7		469.6		1,071.5		1,072.3		1,064.8		1,004.4		889.7
Growth Markets		40.1		38.4		85.5		71.5		62.5		58.9		51.3
Australia		61.6		75.8		145.0		165.3		178.5		167.1		131.0

Total service revenue		664.1		657.5		1,464.4		1,452.0		1,438.9		1,367.9		1,201.6
Direct expenses
Purchased transportation expense		428.0		433.6		979.3		992.1		994.6		941.2		828.2
Other direct expense		121.3		115.5		241.7		229.9		222.8		218.3		186.0

Gross profit		114.8		108.4		243.4		230.0		221.5		208.4		187.4
Operating expenses
Selling, general and administrative expense		91.7		89.1		179.8		180.8		184.0		192.3		173.7
Intangibles amortization		2.4		2.9		6.0		7.3		9.3		10.4		10.4
Restructuring, impairment and IPO expense		0.1		0.6		10.0		2.3		2.3		3.7		0.6


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012			2011			2010
	(in millions, except share and per share data)
	(unaudited)															(unaudited)
Operating income (loss) from continuing operations
Relocation Services		16.3			13.1			31.6			25.5			17.9			13.1			8.5
Moving Services		8.2			5.7			27.7			24.2			17.1			11.7			11.4
Growth Markets		3.7			2.9			9.3			4.6			1.3			4.8			5.3
Australia		1.4			0.3			1.5			2.7			1.5			1.3			0.4
Corporate		(9.0	)		(6.2	)		(22.5	)		(17.4	)		(11.9	)		(28.9	)		(22.9	)

Total operating income from continuing operations		20.6			15.8			47.6			39.6			25.9			2.0			2.7
Interest expense, net		13.3			14.1			27.9			26.2			25.1			32.2			49.9
Debt extinguishment (gain) loss, net		(0.5	)		(0.5	)		(0.5	)		8.0			(0.3	)		16.8			—
Other expense, net		—			0.3			0.3			0.5			—			1.3			0.8
Income tax expense (benefit)		4.0			0.4			(40.8	)		0.2			2.2			5.0			5.1

Income (loss) from continuing operations		3.8			1.5			60.7			4.7			(1.1	)		(53.3	)		(53.1	)
Income (loss) from discontinued operations, net of tax		—			0.1			—			5.0			(0.3	)		0.4			0.3

Net income (loss)		3.8			1.6			60.7			9.7			(1.4	)		(52.9	)		(52.8	)
Preferred stock dividends		(10.6	)		(9.3	)		(19.3	)		(20.4	)		(27.4	)		(18.4	)		—

Net (loss) income available to common stockholders	$	(6.8	)	$	(7.7	)	$	41.4		$	(10.7	)	$	(28.8	)	$	(71.3	)	$	(52.8	)

Earnings (loss) per common share
Basic (loss) earnings per share from continuing operations(1)	$	(0.24	)	$	(0.28	)	$	1.50		$	(0.57	)	$	(1.06	)	$	(2.71	)	$	(2.04	)
Basic earnings (loss) per share from discontinued operations(1)		—			—			—			0.18			(0.01	)		0.02			0.01
Basic (loss) earnings per share(1)		(0.24	)		(0.28	)		1.50			(0.39	)		(1.07	)		(2.69	)		(2.03	)
Pro forma basic earnings (loss) per share(2)
Diluted (loss) earnings per share from continuing operations(1)		(0.24	)		(0.28	)		1.48			(0.57	)		(1.06	)		(2.71	)		(2.04	)
Diluted earnings (loss) per share from discontinued operations(1)		—			—			—			0.18			(0.01	)		0.02			0.01
Diluted (loss) earnings per share(1)		(0.24	)		(0.28	)		1.48			(0.39	)		(1.07	)		(2.69	)		(2.03	)
Pro forma diluted earnings (loss) per share(2)
Weighted-average common shares outstanding
Basic		27,672,268			27,538,725			27,574,430			27,260,090			26,869,700			26,513,136			26,042,666
Diluted		27,672,268			27,538,725			27,910,480			27,260,090			26,869,700			26,513,136			26,042,666
Other Data
Net Service Revenue(3)	$	236.1		$	223.9		$	485.1		$	459.9		$	444.3		$	426.7		$	373.4
Adjusted EBITDA(4)		34.1			30.0			84.5			70.9			60.9			37.4			34.1
Adjusted EBITDA as a percent of Net Service Revenue		14.4	%		13.4	%		17.4	%		15.4	%		13.7	%		8.8	%		9.1	%
Capital expenditures	$	5.7		$	7.7		$	16.0		$	12.4		$	10.6		$	15.4		$	15.4


	As of June 30, 2015
	Actual		Pro Forma(5)		As Adjusted(6)
	(in millions) (unaudited)
Consolidated balance sheet data
Total assets	$	537.6	$		$
Short-term debt		78.2
Long-term debt (including current portions)		282.0
Preferred stock (involuntary liquidation value)		171.9		—		—

(1)

Basic and diluted earnings (loss) per common share is computed by dividing the net income (loss) available to common shareholders by the weighted-average number of shares of common stock outstanding during the period. Share-based compensation awards were not considered in the determination of diluted earnings (loss) per common share for all periods except the year ended December 31, 2014 because the impact would be anti-dilutive.

(2)	Pro forma basic and diluted earnings per share have been calculated assuming the Preferred Stock Conversion occurred at the beginning of each of the applicable periods.

(3)	For a discussion of Net Service Revenue, see “Non-GAAP Financial Measures.” The following table reconciles service revenue to Net Service Revenue:


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Service revenue	$	664.1		$	657.5		$	1,464.4		$	1,452.0		$	1,438.9		$	1,367.9		$	1,201.6
Purchased transportation expense		(428.0	)		(433.6	)		(979.3	)		(992.1	)		(994.6	)		(941.2	)		(828.2	)

Net Service Revenue	$	236.1		$	223.9		$	485.1		$	459.9		$	444.3		$	426.7		$	373.4

(4)	For a discussion of EBITDA and Adjusted EBITDA, see “Non-GAAP Financial Measures.” The following table reconciles net income (loss) to EBITDA and EBITDA to Adjusted EBITDA:


	Six Months Ended June 30,				Year Ended December 31,
	2015		2014		2014			2013			2012			2011			2010
	(in millions)
Net income (loss)	$	3.8	$	1.6	$	60.7		$	9.7		$	(1.4	)	$	(52.9	)	$	(52.8	)
Interest expense, net		13.3		14.1		27.9			26.2			25.1			32.2			49.9
Income tax expense (benefit)		4.0		0.4		(40.8	)		0.2			2.2			5.0			5.1
Depreciation and amortization		11.1		11.7		23.6			25.5			28.1			27.7			27.1

EBITDA		32.2		27.8		71.4			61.6			54.0			12.0			29.3

Debt extinguishment losses(a)		—		—		—			8.5			—			16.8			—
Income from discontinued operations, net of tax(b)		—		—		—			(5.9	)		—			—			—
IPO expenses(c)		—		—		6.7			—			—			—			—
Restructuring and impairment expenses(d)		0.2		0.8		3.7			2.9			3.8			6.4			2.2
Pension expense(e)		0.3		0.6		0.4			2.8			3.0			2.1			2.5
Stock compensation expense(f)		0.2		0.4		0.6			0.7			0.1			0.1			0.1
Public company readiness costs(g)		0.6		—		0.6			—			—			—			—
Europe business development costs(h)		0.6		0.4		1.1			0.3			—			—			—

Adjusted EBITDA	$	34.1	$	30.0	$	84.5		$	70.9		$	60.9		$	37.4		$	34.1

(a)

Debt extinguishment losses related to debt refinancing activities as discussed further in Note 7 “Long-term Debt” to the Company’s audited financial statements included elsewhere in this prospectus.

(b)

Income from discontinued operations, net of tax related to our U.S. Insurance Business as discussed further in Note 16 “Discontinued Operations” to the Company’s audited financial statements included elsewhere in this prospectus.

(c)

Expenses related to our cancelled IPO effort as discussed further in Note 14 “Restructuring, Impairment and IPO Expense” to the Company’s audited financial statements included elsewhere in this prospectus.

(d)

Costs incurred for various restructuring plans implemented throughout the business including severance and employee benefits, facility exit costs and impairment charges as discussed further in Note 14 “Restructuring, Impairment and IPO Expense” to the Company’s audited financial statements included elsewhere in this prospectus.

(e)

Expenses associated with our frozen U.S. defined benefit pension plans as discussed further in Note 11 “Pension Plans and Other Benefits” to the Company’s audited financial statements included elsewhere in this prospectus.

(f)

Non-cash stock-based compensation expense for our board of directors and management as discussed further in Note 12 “Capital Stock and Incentive Plans” to the Company’s audited financial statements included elsewhere in this prospectus.

(g)

Incremental professional fees and expenses, primarily audit related, associated with preparing to be a public company.

(h)

Costs to expand our European business including marketing studies and salaries, benefits and travel expenses for the business development and client implementation teams.

For a reconciliation of Incentive EBITDA to Adjusted EBITDA for each of our segments, see “Selected Historical Financial Data.” The following table presents Adjusted EBITDA for each of our reportable segments:


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Relocation Services Adjusted EBITDA	$	18.3		$	15.2		$	35.8		$	29.6		$	22.9		$	17.6		$	13.8
Moving Services Adjusted EBITDA		15.9			12.9			44.7			40.3			35.9			27.4			26.5
Growth Markets Adjusted EBITDA		4.0			4.0			11.8			6.4			3.7			6.4			6.6
Australia Adjusted EBITDA		2.1			1.8			5.3			6.5			6.8			6.5			6.0
Corporate Adjusted EBITDA		(6.2	)		(3.9	)		(13.1	)		(11.9	)		(8.4	)		(20.5	)		(18.8	)

(5)

The pro forma consolidated balance sheet data gives effect to the conversion of all outstanding shares of our Series A preferred stock with an aggregate liquidation preference and accrued and unpaid dividends of $ into shares of our common stock (assuming an initial public offering price of $ per share, the midpoint of the range set forth on the cover of this prospectus), which will occur immediately prior to the closing of our offering

(6)	As adjusted information gives effect to this offering and the application of the net proceeds therefrom.

Supplemental Information Related to Quarterly Results

The following table reconciles net income (loss) to Adjusted EBITDA for each of the fiscal quarters of 2013 and 2014 and the first two fiscal quarters of 2015. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Quarterly Results” for our historical unaudited quarterly consolidated statements of operations data for each of these fiscal quarters. For a discussion of Adjusted EBITDA, see “Non—GAAP Financial Measures.”


	Six Months Ended June 30, 2015					Year Ended December 31, 2014											Year Ended December 31, 2013
	First Quarter			Second Quarter		First Quarter			Second Quarter		Third Quarter			Fourth Quarter			First Quarter			Second Quarter			Third Quarter		Fourth Quarter
Net (loss) income	$	(5.3	)	$	9.1	$	(5.7	)	$	7.3	$	11.7		$	47.4		$	(14.9	)	$	17.5		$	9.6	$	(2.5	)
Interest expense, net		6.5			6.8		6.6			7.5		6.9			6.9			5.9			6.7			7.0		6.6
Income tax (benefit) expense		(1.9	)		5.9		(1.0	)		1.4		3.6			(44.8	)		(1.6	)		(4.6	)		7.5		(1.1	)
Depreciation and amortization		5.6			5.5		5.7			6.0		6.0			5.9			6.4			6.2			6.3		6.6

EBITDA		4.9			27.3		5.6			22.2		28.2			15.4			(4.2	)		25.8			30.4		9.6

Debt extinguishment losses(a)		—			—		—			—		—			—			8.5			—			—		—
(Income) loss from discontinued operations, net of tax(b)		—			—		—			—		—			—			—			(6.0	)		—		0.1
IPO expenses(c)		—			—		—			—		6.5			0.2			—			—			—		—
Restructuring and impairment expenses(d)		0.1			0.1		0.4			0.4		0.8			2.1			0.1			0.9			0.2		1.7
Pension expenses (credits)(e)		0.2			0.1		0.3			0.3		(0.3	)		0.1			0.8			0.8			0.4		0.8
Stock compensation expenses(f)		0.1			0.1		0.2			0.2		0.1			0.1			0.1			0.1			0.3		0.2
Public company readiness costs(g)		0.6			—		—			—		0.3			0.3			—			—			—		—
Europe business development costs(h)		0.4			0.2		0.2			0.2		0.5			0.2			—			—			0.1		0.2

Adjusted EBITDA	$	6.3		$	27.8	$	6.7		$	23.3	$	36.1		$	18.4		$	5.3		$	21.6		$	31.4	$	12.6

(a)	Debt extinguishment losses related to debt refinancing activities as discussed further in Note 7 “Long-term Debt” to the Company’s audited financial statements included elsewhere in this prospectus.

(b)	(Income) loss from discontinued operations, net of tax related to our U.S. Insurance Business as discussed further in Note 16 “Discontinued Operations” to the Company’s audited financial statements included elsewhere in this prospectus.

(c)	Expenses related to our cancelled IPO effort as discussed further in Note 14 “Restructuring, Impairment and IPO Expense” to the Company’s audited financial statements included elsewhere in this prospectus.

(d)

(e)	Expenses (credits) associated with our frozen U.S. defined benefit pension plans as discussed further in Note 11 “Pension Plans and Other Benefits” to the Company’s audited financial statements included elsewhere in this prospectus.

(f)	Non-cash stock-based compensation expense for our board of directors and management as discussed further in Note 12 “Capital Stock and Incentive Plans” to the Company’s audited financial statements included elsewhere in this prospectus.

(g)	Incremental professional fees and expenses, primarily audit related, associated with preparing to be a public company.

(h)	Costs to expand our European business including marketing studies and salaries, benefits and travel expenses for the business development and client implementation teams.

RISK FACTORS

An investment in our common stock involves a high degree of risk. You should consider carefully the following risks and all of the other information contained in this prospectus, including our consolidated financial statements and related notes to such statements, before investing in our common stock. If any of the following risks actually occur, it could have a material adverse effect on our business, financial condition and results of operations. As a result, the trading price of our common stock could decline and you could lose part or all of your investment.

Risks Related to Our Business and Industry

We face intense competition in each of our operating segments and, if we are unable to compete successfully, it could have a material adverse effect on our business, financial condition and results of operations.

Our industry is highly competitive, highly fragmented and subject to rapid change. We believe that the principal competitive factors in our markets are the quality of the relocating employee’s experience, the ability to integrate with customer technology, global and local presence, scope of expertise, the capacity to handle a large volume of initiations and shipments and cost competitiveness. Across our operating segments, we compete with a variety of foreign and domestic companies, some of which have greater resources (financial or otherwise), larger customer bases, greater experience and more brand recognition than we do. In addition, some of our competitors who do not have global service capabilities may expand their services to countries in which we are located, which could result in increased competition for employees and could adversely impact our competitive position. New competitors could emerge that have stronger competitive positions as a result of the strategic consolidation of smaller competitors or of companies that each provides different or more comprehensive services or that service different industries. Our top competitors for large multi-national corporations include Cartus Corporation, Brookfield Global Relocation Services and Weichert Relocation Resources. We also compete with single service providers, including a wide variety of real estate brokers, moving companies, accounting firms, mortgage firms, destination service providers and business process outsourcing firms. Our Allied and northAmerican agent networks compete domestically with Unigroup Inc. (the operator of United Van Lines LLC and Mayflower Transit, LLC), Atlas World Group, Graebel Companies, Inc. and Wheaton Van Lines, Inc. Our agent network also faces competition from smaller independent movers, self-storage companies and self-haul service providers. In addition, in international markets our competitors include the Asian Tigers Group, Crown Relocations, Grace Removals Group, Santa Fe Transports Intl. Ltd, and Sterling International Group.

As the relocation and moving business becomes more global in nature with a greater emphasis on relocation of employees throughout the world, we will face additional competition from firms that provide services on an international basis. Increased competition in the relocation and moving industry and potential new entrants into this industry may result in lower prices and volumes, higher costs for experienced personnel and lower profitability. If we are unable to compete successfully in this highly competitive industry, it could have a material adverse effect on our business, financial condition and results of operations.

Adverse conditions in the global economy or in global financial markets could have a material adverse effect on our business, financial condition and results of operations.

Our business, financial condition and results of operations have been, and will continue to be, affected by global economic conditions. From time to time, the global economy and financial markets have experienced downturns stemming from a multitude of factors, including adverse credit conditions impacted by concerns about sovereign debt, the housing and mortgage crisis, slower or receding economic activity, concerns about inflation and deflation, fluctuating energy costs, high unemployment,

decreased consumer confidence, reduced corporate profits and capital spending, adverse business conditions, liquidity concerns and other factors. Recent economic data has been mixed and inconsistent on the scope and depth of a global financial recovery, the severity or length of time these economic and financial market conditions may persist is unknown and there could be a further deterioration in financial markets and confidence in major economies. Slowing economic growth in China could affect both our growth opportunities within China as well as have an adverse impact on the global economy which could negatively affect our business. During challenging economic times and in tight credit markets many customers may delay or reduce their spending generally, and specifically their spending on relocation and moving related benefits. This could result in reductions in sales of our relocation and moving services, longer sales cycles and increased pressure to decrease prices. These results may persist even if economic or financial market conditions improve. Any of these events could have a material adverse effect on our business, financial condition and results of operations.

In addition, continued uncertainty in the stock and credit markets may negatively affect our ability to access additional short-term and long-term financing, including future securitization transactions, on reasonable terms or our ability to attain additional short-term and long-term financing at all, which would have a material adverse impact on our liquidity and financial condition. In addition, if one or more of the financial institutions that support our credit facilities fails, we may not be able to find a replacement, which would negatively impact our ability to borrow under our credit facilities. Disruptions in the financial markets also may adversely affect our credit rating and the market value of our common stock. If the current pressures on credit continue or worsen, we may not be able to refinance, if necessary, our outstanding debt when due, which could have a material adverse effect on our business. While we believe we will have adequate sources of liquidity to meet our anticipated requirements for working capital, contractual commitments and capital expenditures based on curtailed operating plans, or if our operating results worsen significantly, or our cash flow or capital resources prove inadequate, we could face liquidity problems that could have a material adverse effect on our business, financial condition and results of operations.

Our customer contracts do not provide for any minimum purchase requirements, and if our customers are not successful, they could decrease the number of initiations or relocation and moving benefits for their employees, decide to decrease their outsourcing of relocation and moving services or seek to pay less for our relocation and moving services. Additionally, our customers typically have the ability to terminate their contract with us on short notice. If the revenue we derive from each of our customer contracts decreases or if our customers terminate their contracts with us it could have a material adverse effect on our business, financial condition and results of operations.

Our revenue depends, in part, on the success of our customers. If our customers are not successful, the amount of relocation and moving shipments, the level of benefits that customers outsource and the level of benefits, including relocation and moving benefits, they provide to their employees may decrease. Our contracts with our customers do not contain any minimum revenue requirements. If a customer were to reduce the number of its employees who are eligible to utilize our services, reduce the benefits that it provides to their employees or choose not to outsource some of the functions that have historically been performed by us, the level of revenue generated by such contracts may not meet expectations and may decline from prior periods. Certain customers may also seek pricing concessions from us. We may not be able to reduce costs sufficiently to offset the reduced volume and the reduced revenue. In addition, our multi-year customer contracts typically are terminable without cause. Our customers may not elect to renew these contracts or may seek to negotiate more favorable terms when such contracts are up for renewal. Large customers also have the ability to negotiate lower prices, which result in lower margins, and negotiate away certain protective provisions in our contracts. We may face increased competition and pricing pressure as our customer contracts become subject to renewal. Any reduction in the amount of business we receive

from our customers, increased pricing pressure, or our inability to successfully renew our customer contracts on their current or more favorable terms, or retain our customers could have a material adverse effect on our business, financial condition and results of operations.

Our growth depends, in large part, on continued growth in outsourcing of relocation and moving services and, if such growth does not continue, it could have a material adverse effect on our business, financial condition and results of operations.

Our revenue growth depends, in large part, on continued growth in the outsourcing of relocation and moving rather than corporations performing such services in-house. There can be no assurance that the trend toward outsourcing relocation and moving services will continue. In addition, part of our growth will also depend on the increased use of outsourcing in international markets, particularly in Europe, where companies do not outsource such services at the same rate as companies in the United States. Recently European companies have been outsourcing more relocation and moving services, however this trend may not continue. A significant change in the trend toward outsourcing, either in the United States, Europe or in any of our other geographic markets, could have a material adverse effect on our business, financial condition and results of operations.

Our Relocation Services segment exposes us to certain risks related to the purchase, ownership, financing and resale of transferred employees’ homes at a loss, which could have a material adverse effect on our business, financial condition and results of operations.

In our Relocation Services segment, we offer our customers home purchase and home sale assistance for their employees. Home sale assistance is provided through our standard home sale product and our premium home sale product. Homes are acquired for our own account in all circumstances under the premium home sale product and, as a result, we may be required to purchase homes prior to having an accepted offer from a third-party buyer. Accordingly, we incur costs associated with the ownership of the home, such as repair and maintenance costs, insurance costs and property taxes, while the home is in our inventory. In connection with our premium home sale product, we do not pass these expenses on to our customers. In the future, if our premium home sale product becomes a larger portion of our business, we may be obligated to purchase additional homes, which expose us to greater risk of holding homes in inventory, incurring higher costs on such homes and exposure to loss on re-sale risk. Additionally, weak real estate markets (including negative conditions in certain local or regional markets) can increase the number of homes that we take into inventory, increase the time we hold such homes in our inventory and increase our losses on home sales, all of which would increase our overall costs. Weak markets could also lower the volume of home sale transactions, which could reduce our revenue. We also could be particularly impacted by sudden shifts in the real estate market that do not allow us to adjust our pricing to align it in relation to current market conditions. Because we finance the purchase of homes taken into inventory, an increase in the number of homes that we take into inventory also increases our borrowings under one of our securitization facilities and our $50.0 million asset-based revolving credit facility that matures in 2018 (the “ABL Revolver”) and related interest costs. As of June 30, 2015, 81% of our securitization facility had been utilized and there was $3.0 million in outstanding borrowings under our ABL Revolver. If we are unable to manage costs associated with managing the sales of real estate in general, it could have a material adverse effect on our business, financial condition and results of operations.

We contract to provide our premium home sale product on a fixed percentage basis and inaccurate estimates could impact the profitability of these services, which could have a material adverse effect on our business, financial condition and results of operations.

A majority of our contracts in our Relocation Services segment where we provide a home sale assistance program contain provisions whereby we agree to provide our premium home sale product to our customers. Our pricing for this product is highly dependent on our internal forecasts and predictions

about the market stability of the subject properties and the accuracy of independent appraisals on the subject property, which could turn out to be inaccurate. As a result, we are subject to risks associated with estimating, planning and performing these services. If our projections are inaccurate, it could have a material adverse effect on our business, financial condition and results of operations.

We often face a long selling cycle to secure a new contract with our corporate customers, as well as long implementation periods that require significant resource commitments, which can result in long lead times before we earn revenue from new relationships.

We often face a long selling cycle to secure new contracts with our corporate customers. On average, it can take between two and six months from the initiation of a potential corporate customer’s RFP process to our engagement by a customer. If we are successful in obtaining an engagement that is generally followed by another two to six month implementation period in which the services are planned in detail, our contract is negotiated, the customer’s human resources department is trained in our services and our technology is connected to that of our customer. This implementation period can also require coordination with the customer’s current relocation and moving services provider and the process of transferring employee data can further lengthen the implementation period. We typically incur significant business development expenses during the selling cycle. We may not succeed in winning a new customer’s business, in which case we receive no revenue and may receive no reimbursement for such expenses. Even if we succeed in developing a relationship with a potential new customer and begin to plan the services in detail, a potential customer may choose a competitor or decide to retain the work in-house prior to the signing of a final contract. If we enter into a contract with a customer, we will typically receive no revenue until implementation actually begins. Once the contract implementation begins, it will take several months to service the customer, which delays revenue. As we add customers located in Europe or Asia and increase our volume of European and Asian “domestic moves”, we may face challenges that could lengthen the implementation period or result in a poor implementation process, either of which could delay or reduce revenue opportunities. In addition, because we recognize revenue upon completion of the home sale, moving or other services, the fact that the relocation process takes several months from initiation to completion further extends the time from RFP win to revenue recognition. Our customers may also experience delays in obtaining internal approvals or delays associated with technology or system implementations, thereby further lengthening the implementation cycle. If we are not successful in obtaining contractual commitments after the selling cycle, in maintaining contractual commitments after the implementation cycle or minimizing the duration of unprofitable initial periods in our contracts, it could have a material adverse effect on our business, financial condition and results of operations.

Our international operations subject us to social, political and economic risks of doing business in foreign countries. We plan to make a final voluntary self-disclosure to the Office of Foreign Assets Control (“OFAC”) of the U.S. Department of the Treasury of certain activities which may have been in violation of regulations promulgated by OFAC and may be subject to fines and other penalties.

We conduct a significant portion of our business and we employ a substantial number of people outside of the United States. Our agent/franchise network also employs a substantial number of people outside of the United States. As a result, we are subject to risks associated with doing business globally. For the year ended December 31, 2014, revenue from our international operations (including our Growth Markets and Australia segments) represented approximately 20% of our service revenue, and we intend to continue our expansion into international markets, particularly Europe, Asia, the Middle East and South America. Our international operations are subject to risks not generally experienced by our U.S. operations, including:

•

difficulties and costs of staffing and managing international operations among diverse geographies, languages and cultures;

•

the impact of regional or country-specific business cycles and economic instability;

•

fluctuations in foreign currency exchange rates;

•

increased foreign exchange fees and other bank charges as a result of increased fund transfers to finance foreign operations;

•

longer receivables collection periods and greater difficulty in collection accounts receivable;

•

exposure to anti-corruption laws, including the Foreign Corrupt Practices Act of 1977, as amended, (the “FCPA”) and the U.K. Bribery Act 2010 (the “UKBA”), and export-control regulations and economic sanctions regulations, including those promulgated by OFAC;

•

exposure to local economic conditions and local laws and regulations;

•

exposure to local labor laws, particularly newly enacted labor laws in China and the TUPE laws in the European Union and the United Kingdom;

•

limited borrowing capabilities relating to activities in non-U.S. countries;

•

economic and/or credit conditions abroad;

•

potential adverse changes in the political and/or economic stability of foreign countries or in their diplomatic relations with the United States;

•

restrictions on the withdrawal of foreign investment and earnings;

•

government policies against businesses owned by foreigners;

•

investment restrictions or requirements;

•

diminished ability to legally enforce our contractual rights in foreign countries;

•

difficulty in protecting our brand, reputation and intellectual property;

•

increases in anti-American sentiment and the identification of us as an American brand;

•

restrictions on the ability to obtain or retain licenses required for operation;

•

foreign exchange restrictions;

•

withholding and other taxes on third-party cross-border transactions as well as remittances and other payments by subsidiaries, including repatriation of funds back to the United States, especially in countries that require withholding of taxes on any funds sent out of the country to a foreign country such as in Brazil, China or India;

•

adverse changes in regulatory or tax requirements;

•

restrictions on foreign ownership of subsidiaries;

•

multijurisdictional data protection and privacy laws, including restrictions on personally identifiable information outside of a jurisdiction; and

•

tariffs and other trade barriers.

If we are unable to manage the complexity of our global operations successfully, it could have a material adverse effect on our business, financial condition and results of operations.

OFAC administers trade and economic sanctions against various countries including, without limitation, Cuba, Iran, Syria, Sudan, and the Crimea Region of Ukraine (“Sanctioned Countries”). As part of our business, we or our agents have arranged for the transportation of personal household effects into or out of Sanctioned Countries on behalf of U.S. and foreign government employees, corporate employees and individuals. These activities have taken place between the United States and

Sanctioned Countries and between third countries and Sanctioned Countries. Certain of these activities may have been in violation of OFAC regulations. Although OFAC regulations contain certain general licenses or exceptions that may have been applicable to some of these activities, we filed an initial voluntary self-disclosure with OFAC reporting possible violations with respect to these activities in March 2014, and plan to file our voluntary self-disclosure in October 2015. In between the initial and final voluntary self-disclosures, we requested guidance from OFAC on the interpretation of certain regulations in order to complete our analysis. OFAC asked us to file our final voluntary self-disclosure in October 2015, even though certain of our requests for interpretive guidance were still outstanding. OFAC advised that it would consider those requests in connection with its consideration of our disclosure. If we are found to have violated OFAC regulations, we may be subject to penalties (including monetary fines) and our reputation may be harmed. We have also taken steps to prevent any future activities in violation of U.S. laws involving Sanctioned Countries or individuals or entities that are subject to U.S. sanctions laws and to further enhance our existing OFAC compliance procedures. In December 2014, we received a license from OFAC permitting “the provision of international moving services from or to Iran for any person engaged in official business on behalf of foreign nations.” There can be no guarantee as to the outcome of our requests for interpretive guidance from OFAC or OFAC’s review of our voluntary self-disclosure. There can also be no guarantee as to our ability to obtain or retain future licenses or have existing licenses renewed.

Our efforts to expand our business into new geographic markets may not be successful.

We believe market opportunities exist for outsourced relocation and moving services from companies operating in Europe and in emerging markets. In order to take advantage of these opportunities, we have opened new locations, acquired or increased our ownership interest in businesses in Germany, China, India and Brazil that provide relocation and moving services and hired local sales and marketing personnel in these regions. There can be no assurance that these markets will have the demand for relocation and moving services that we anticipate. Expansion into new geographic markets requires significant levels of investment and it may also require considerable time and attention from our management. We may also be required to raise additional debt or equity capital for these initiatives. In addition, we may face challenges operating in new business climates with which we are unfamiliar, including facing difficulties in staffing and managing our new operations, fluctuations in currency exchange rates, exposure to additional regulatory requirements, including certain trade barriers, changes in political and economic conditions, and exposure to additional and potentially adverse tax regimes. Our success in these new geographic markets will depend, in part, on our ability to anticipate and effectively manage these and other risks.

Because we are expanding in many countries around the world, we must monitor general global conditions for impact on our business. Economies throughout these countries continue to be volatile and, in many countries, inconsistent with trends in the United States or other stable economies. In Europe, uncertainty continues regarding the ability of certain countries to service their level of debt, which has impacted economic growth. In emerging markets such as China, India and Brazil, economic growth has continued, but at a slower pace than in past periods. We cannot predict the timing, severity or duration of any economic slowdown or recovery or the impact of such events or other future event in these markets on our existing or potential customers or us. Further, it is possible that we will face increased competition in any new markets as other companies attempt to take advantage of the market opportunities there, and we may not compete successfully against companies with stronger brands, greater financial resources, greater political support or more attractive terms for their suppliers, managers or employees. There can be no assurance that these markets will develop as anticipated or that we will have success in these markets, and if such markets do not develop as anticipated or our expansion efforts are not successful, we may be unable to recover our investment spent to expand our business into these markets, which could have a material adverse effect on our business, financial condition and results of operations.

We depend on third-party providers and service instability from these providers could increase our operating costs, expose us to liability and reduce our ability to offer an end-to-end service offering for our customers, which could adversely affect our revenue, results of operations and customer relationships.

We utilize third-party providers to, among other things, provide title insurance, visa and immigration related services and conduct certain local “on-the-ground” services in connection with international and domestic relocations. Although there are competitive markets for many of these services and a significant number of our third-party providers could be replaced without material disruptions to our business, there could be substantial difficulties and delays in replacing certain of these providers and we may have to pay increased prices to secure any replacement services. Additionally, if a third-party service provider does not adequately perform certain critical service functions as well as general business requirements such as maintaining appropriate controls concerning the protection of private non-public information of relocating employees or compliance with anti-bribery laws, our customers or other third parties could seek to recoup resulting damages from these acts or omissions from us. Our inability to secure the services of these third parties or increases in the prices we must pay to secure their services, could have a material adverse effect on our business, financial condition and results of operations.

Damage to our reputation and our brand names, including Allied, northAmerican and SIRVA, could have a material adverse effect on our business, financial condition and results of operations.

We believe that our strong brand names, including Allied, northAmerican and SIRVA, are among our most valuable assets. We believe that our brand image, brand awareness and reputation have contributed significantly to the success of our business. Maintaining and enhancing our brand image, which we believe is important to maintaining and expanding our customer base and increasing sales, may require us to make additional investments in areas such as merchandising, marketing and employee training. These investments may be substantial and may not ultimately be successful. If we are unable to maintain and enhance our brand image, brand awareness and reputation, it could have a material adverse effect on our business, financial condition and results of operations.

Our business is subject to seasonal fluctuations, which lead to fluctuations in our results of operations and could have a material adverse effect on our business, financial condition and results of operations.

The relocation and moving services we provide are subject to seasonal fluctuations, with our strongest operating results and revenue occurring during the second and third quarters of the calendar year (with the exception of our Australia business segment, which has the strongest operating results and revenue in the first and fourth quarters of the year) due to increased levels of household moves and home sales during the summer months. Certain of our operating expenses are fixed and cannot be reduced during the fall and winter months, when there is decreased demand for our services. See “Factors Affecting Our Business—Seasonality.” Such a decrease in the demand for our services reduces our ability to spread our fixed costs among a greater number of transactions. In addition, our working capital requirements increase on a short-term basis during the summer months. If we are unable to successfully capitalize on the peak summer season or successfully manage these seasonal changes, it could have a material adverse effect on our business, financial condition and results of operations.

Cybersecurity and privacy breaches may hurt our business, damage our reputation, increase our costs, and cause losses.

We store sensitive personal information about our customers and relocating employees in our systems and networks. Our security systems and IT infrastructure may not adequately protect against

security breaches, cyber-attacks or other unauthorized access to such information. Third parties, including vendors or suppliers that provide services for our operations, could also be a source of security risk to us in the event of a failure of their own security systems and infrastructure. Additionally, a number of our employees work from home offices or other remote locations and access our systems remotely, which further increases the risk of privacy breaches. As we expand globally, customers in certain jurisdictions may prohibit or limit our ability to transfer sensitive personal information. Our systems and process will have to be modified to comply with these restrictions. Any significant violations of data privacy could result in the loss of business, litigation, regulatory investigations, the payment of damages and penalties and damage to our reputation, which could have a material adverse effect on our business, financial condition and results of operations.

A significant number of our moving shipments are from our U.S. government customers; a reduction in U.S. government spending may adversely affect our business, financial condition and results of operations.

During 2014, services provided to government agencies accounted for approximately 7.3% of our global relocations and 5.8% of our domestic moving shipments. These domestic government shipments accounted for approximately 9.8% of our moving service revenue in 2014. As a result, future purchasing decisions by our U.S. government customers could be reduced, delayed or cancelled. It is difficult to predict the various ways in which budget cuts could be implemented; however, we expect that sequestration, as currently provided for under the Budget Control Act, would result in lower revenue, profits and cash flows for our company. To the extent that federal government spending is delayed or curtailed by government actions, including the sequestration that began on March 1, 2013, and future government shutdowns such as the one that occurred in October 2013, our business, financial condition or results of operations may be adversely affected.

We are subject to litigation as a result of our operations and such litigation could have a material adverse effect on our business, financial condition and results of operations.

We are subject to litigation resulting from our operations, including litigation resulting from accidents involving our agents and their drivers. These accidents have involved, and in the future may involve, serious injuries or the loss of life. In addition, we occasionally are subject to litigation resulting from our home sale assistance transactions. These lawsuits generally involve disclosure issues, property damage issues and title claims. We may also be involved in litigation or other proceedings relating to intellectual property, commercial arrangements, vicarious liability based upon conduct of individuals or entities outside of our control, general fraud claims and employment law. We are also subject to regulatory actions resulting from mortgage and household goods operations as well as from other regulations to which we are subject including, but not limited privacy, OFAC, FCPA, tax and money laundering laws, rules and regulations. These actions may relate, among other things, to improper disclosures or failure to disclose, improper charges, safety matters, information protection, improper payments, improper withholding or other tax calculations and unauthorized or unapproved actions. We may also be involved in litigation or other proceedings relating to intellectual property, commercial arrangements, vicarious liability based upon conduct of individuals or entities outside of our control, general fraud claims and employment law. We cannot predict with certainty the cost of defense, the cost of prosecution, insurance coverage or the ultimate outcome of litigation and other proceedings filed by or against us, including remedies or damage awards. Any such litigation, whether or not successful, may result in liability, result in monetary damages or other penalties or forms of relief or harm our reputation, which could have a material adverse effect on our business, financial condition and results of operations.

We purchase a portfolio of corporate insurance coverages including policies for general liability, auto liability, workers’ compensation, employers’ liability, directors and officers, property, and errors

and omissions. We require each of our agents to contribute to a fund that is used primarily for the purchase of insurance and payment of the deductible portion of claim costs related to third-party liability claims resulting from moves and trucking operations performed by our agent network under our operating authority. The ultimate settlement of these claims could differ materially from the assumptions used to calculate the reserves, which could have a material adverse effect on our business, financial condition and results of operations.

We intend to expand into adjacent markets and develop new products and, if we fail to do so or if any such expansion or new product is not successful, it could have a material adverse effect on our business, financial condition and results of operations.

We intend to continue to expand our business into adjacent markets, such as the DIY moving and storage market. We have also recently internally developed and launched our Xpress Marketplace, which targets mid-level employees of our current and potential customers who receive a lump sum payment from their company, which can be used to purchase relocation and moving services. Our expansion into adjacent markets and our new product development may not be successful and we will incur expenses related to such initiatives, which could have a material adverse effect on our business, financial condition and results of operations. In addition, our expansion into these markets will require us to compete with new, larger and more experienced competitors, which involves various risks, including the need to invest significant resources and the possibility that returns on such investments will not be achieved for several years, or at all. In attempting to establish a presence in new markets, we expect to incur significant expenses and face various other challenges, such as expanding our sales force and management personnel, to cover these new markets. We may not succeed in our efforts to expand into adjacent markets or develop new products, and if we are not successful, it could have a material adverse effect on our business, financial condition and results of operations.

Any acquisitions that we intend to make in the future could have a material adverse effect on our business, financial condition and results of operations.

Part of our growth strategy is to make future acquisitions of complimentary and downstream services. We evaluate, and expect in the future to evaluate, potential strategic acquisitions of complementary businesses. We may not be successful in identifying acquisition candidates. In addition, we may not be able to successfully integrate businesses that we acquire. Integrating acquired companies involves complex operational and personnel-related challenges, including:

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the possible defection of a significant number of employees;

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increased amortization of intangibles;

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the disruption of our ongoing businesses;

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possible inconsistencies in standards, controls, procedures and policies;

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failure to maintain important business relationships and contracts;

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unanticipated costs of terminating or relocating facilities and operations;

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unanticipated expenses related to integration;

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potential unknown liabilities associated with acquired businesses; and

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loss of business from downstream services, such as destination services, that the acquired company may have provided to competitors of SIRVA.

A prolonged diversion of management’s attention and any delays or difficulties encountered in connection with the integration of any business that we have acquired or may acquire in the future

could prevent us from realizing the anticipated cost savings and revenue growth from our acquisitions. We may have potential write-offs of acquired assets and an impairment of any goodwill recorded as a result of acquisitions. As of June 30, 2015, we had $50.6 million of goodwill that could be subject to impairment. To the extent we pay the purchase price of any acquisition in cash, it would reduce our cash reserves, and to the extent the purchase price is paid with our stock, it could be dilutive to our stockholders. To the extent we pay the purchase price with proceeds from the incurrence of debt, it would increase our already high level of indebtedness and could negatively affect our liquidity and restrict our operations. Our competitors may be willing or able to pay more than us for acquisitions, which may cause us to lose certain acquisitions that we would otherwise desire to complete. We cannot ensure that acquisitions will not have a material adverse effect on our business, financial condition and results of operations.

We may be unable to maintain recent cost savings or realize anticipated cost savings and other benefits from our productivity improvement initiatives in the future, which could have a material adverse effect on our business, financial condition and results of operations.

We have achieved cost savings from various productivity improvement initiatives targeted at reducing costs and enhancing organizational effectiveness while consolidating existing processes and facilities, and we expect to continue to identify additional cost savings. These measures included reducing our overall headcount by over 710 employees over the period from 2009 to 2014. We may not be able to achieve or maintain the anticipated cost savings and other benefits from these initiatives. If our cost savings or such benefits are less than our estimates or take longer to implement than we project, the savings or other benefits we projected may not be fully realized, which could have a material adverse effect on our business, financial condition and results of operations.

We depend on our highly trained executive officers and employees. Any loss of these employees could have a material adverse effect on our business, financial condition and results of operations.

Our operations are managed by a small number of key executive officers, many of whom have substantial experience in the relocation and moving industries. The success of our business continues to depend to a significant degree upon the continued contributions of such key executive officers and employees, both individually and as a group. Our ability to attract and retain our employees is generally subject to numerous factors, including the compensation and benefits we pay, the mix between the fixed and variable compensation we pay our employees and prevailing compensation rates, and competition for qualified executives is intense. We do not have key man or similar life insurance covering our executive officers and other members of senior management. We have entered into employment agreements with each of our executive officers, but these agreements do not guarantee that these executives will remain with us. Additionally, the relocation and moving services business is a specialized industry and there are a limited number of individuals with knowledge of the industry. It is possible that the loss of the services of one or a combination of our key employees, including Wes Lucas, our Chief Executive Officer, and our inability to find suitable replacements, could have a material adverse effect on our business, financial condition and results of operations.

The ability to attract, retain and develop qualified employees is critical to our success and growth.

In order for us to successfully compete and grow, we must attract, retain and develop the necessary personnel who can provide the needed expertise for our business. While we have a number of key personnel who have substantial experience with our operations, we must also develop our personnel to provide succession plans capable of maintaining continuity in the midst of the inevitable unpredictability of human capital. The market for qualified personnel is competitive, and we may not

succeed in recruiting additional personnel or we may fail to effectively replace current personnel who depart with qualified or effective successors. Our effort to retain and develop personnel may also result in significant additional expenses, which could adversely affect our profitability. We cannot guarantee that qualified employees will continue to be employed or that we will be able to attract and retain qualified personnel in the future. Failure to retain or attract key personnel could have a material adverse effect on our business, financial condition and results of operations.

We may be required to repurchase mortgage loans or indemnify buyers against losses in some circumstances, which could have a material adverse effect on our business, financial condition and results of operations.

During 2014, SIRVA Mortgage, Inc., our wholly-owned subsidiary (“SIRVA Mortgage”), closed on 3,312 mortgages. We sell the mortgage loans that we originate, and when we sell our mortgage loans, we are required to make customary representations and warranties to purchasers, guarantors and insurers about the mortgage loans and the manner in which they were originated. Our loan-sale agreements require us to repurchase or substitute mortgage loans, or indemnify buyers against losses, in the event we breach these representations or warranties, including representations and warranties as to the accuracy of the statements made by the borrower. In addition, we may be required to repurchase mortgage loans as a result of early payment defaults by the borrower (e.g., failure to make a payment within the first 30-120 days) on a mortgage loan that we have sold. If we are required to repurchase or substitute loans or if we are required to indemnify buyers of our mortgage loans, it could have a material adverse effect on our business, financial condition and results of operations.

We are exposed to foreign currency fluctuations, which could have a material adverse effect on our business, financial condition and results of operations.

In many cases, we generate revenue in U.S. dollars and incur costs related to such revenue in local currency. If the value of the U.S. dollar drops relative to other currencies, our cost of providing services outside the United States will increase accordingly when translated to U.S. dollars. In addition, a portion of our revenue is denominated in foreign currencies. If the U.S. dollar increases in value relative to such currencies, the value of such revenue will decrease accordingly when measured in U.S. dollars. Any significant fluctuations in the currency exchange rates between the U.S. dollar and the other currencies of countries in which we operate could have a material adverse effect on our business, financial condition and results of operations.

A significant uninsured loss or a loss in excess of our insurance coverage could have a material adverse effect on our business, financial condition and results of operations.

We maintain insurance covering our normal business operations, including property and casualty protection that we believe is adequate. We do not generally carry insurance covering wars, acts of terrorism, earthquakes or other similar catastrophic events. In addition, the financial health of our insurers may deteriorate and may not be able to respond if we should have claims reaching their policies, and we may not be able to obtain adequate insurance coverage on financially reasonable terms in the future. A significant uninsured loss or a loss in excess of our insurance coverage could have a material adverse effect on our business, financial condition and results of operations.

Changes in accounting standards, subjective assumptions and estimates used by management related to complex accounting matters could have a material adverse effect on our business, financial condition and results of operations.

GAAP and related accounting pronouncements, implementation guidance and interpretations with regard to a wide range of matters, such as stock-based compensation, asset impairments, valuation

reserves, income taxes and fair value accounting, are highly complex and involve many subjective assumptions, estimates and judgments made by management. Changes in these rules or their interpretations or changes in underlying assumptions, estimates or judgments made by management could have a material adverse effect on our business, financial condition and results of operations. We will also be affected by changes to GAAP as a result of the convergence with many International Financial Reporting Standards.

We base revenue estimates for new contracts upon historical data provided by our customers. If our estimates based upon the data provided are inaccurate or if the customer does not experience the same level of estimated activity in future periods, it could impact our ability to plan our business and may have a material adverse effect on our business, results of operations and financial condition.

During the RFP process, potential customers provide us with historical data, including the number of relocation initiations they experience per year. Upon winning a new contract, we use historical customer data, together with our experience with similarly situated customers, to estimate, based primarily on the customer’s average initiations and our historical average revenue per initiation, the revenue that we will derive from a new contract. We use these expected revenue amounts to plan our business and they are critical in our decisions regarding headcount and capital expenditures. If the number of initiations from a particular customer decreases from amounts experienced in previous year, we could experience a decrease in our income from continuing operations due to higher operating costs relative to revenue, which could impact our ability to forecast future growth and have a material adverse effect on our business, results of operations and financial condition.

We may be limited in our ability to utilize, or may not be able to utilize, net operating loss carryforwards to reduce our future tax liability.

Our ability to utilize net operating losses (“NOLs”) and other tax attributes is limited if we undergo an “ownership change” within the meaning of Section 382 of the Internal Revenue Code of 1986, as amended (the “Code”). This ownership change provision has and will continue to subject our tax loss carryforwards to annual limitations, which will restrict our ability to use them to offset our taxable income in periods following the ownership change.

As of December 31, 2014, we had a net operating loss carryforward of $111.3 million which reflects limitations under Section 382 of the Code due to prior ownership changes. We have $39.0 million of tax benefits from U.S. federal NOLs and $8.1 million of tax benefits from state NOLs reported at December 31, 2014. U.S. federal NOL carryforwards will begin to expire in 2023 and will completely expire in 2033. Our state NOL carryforwards may be used over various periods ranging from one to 20 years.

Due to objective positive evidence, management determined that it is more likely than not that the NOLs will be realizable and the valuation allowance for the NOLs was reversed at December 31, 2014, however, a subsequent ownership change may subject our current federal and state NOL carryforwards to more restrictive limitations.

We rely on information technology to operate our business and maintain our competitiveness, and any difficulties with our information systems or our information systems providers could delay or disrupt our ability to service our customers and impair our competitiveness.

We rely on sophisticated information systems to manage and monitor the flow of goods that we are transporting, provide relocation and moving services to our customers, market our services, manage our business and communicate with our customers, and we anticipate that our reliance on

technology will increase in the future. Our future success depends, in part, upon our ability to develop and implement technology solutions that anticipate and keep pace with continuing changes in technology, industry standards and customer preferences. We may not be successful in anticipating or responding to these developments on a timely and cost-effective basis, and our technology, such as our Xpress Marketplace, may not be accepted by our existing and potential customers. Additionally, the effort to gain technological expertise and develop new technologies in our business requires us to incur significant expenses. If we cannot offer new technologies as quickly as our competitors or if our competitors develop more cost-effective technologies, it may adversely impact our ability to compete effectively, which could have a material adverse effect on our business, financial condition and results of operations.

In addition, our information technologies and systems are vulnerable to damage or interruption from various causes, including natural disasters, war and acts of terrorism, power losses, computer systems failure, internet and telecommunications or data network failures, operator error, losses and corruption of data and similar events and computer viruses, penetration by individuals seeking to disrupt operations or misappropriate information and other physical or electronic breaches of security. Our disaster recovery plan may not be adequate in the event of an actual disaster or other business interruption. Any extended interruption in our technologies or systems could significantly impact our operations, which could have a material adverse effect on our business, financial condition and results of operations. Additionally, our business interruption insurance may be insufficient to compensate us for losses that may occur.

Failure to protect our proprietary information or intellectual property rights could have a material adverse effect on our business, financial condition and results of operations.

We rely primarily on a combination of confidentiality procedures and patent, copyright and trademark laws to protect our proprietary information and intellectual property. We generally seek to protect our unpatented proprietary information and intellectual property, trade secrets, processes and know-how by confidentiality and non-disclosure with our employees and third parties. However, these agreements may provide inadequate protection. Moreover, those agreements may be breached and we may not have adequate remedies for any such breach. In addition, our trade secrets may be disclosed to or otherwise become known or be independently developed by competitors or others. We also may not have appropriate enforcement procedures and practices to enforce our trademark and other intellectual property rights. Failure to properly enforce or trademark and other intellectual property rights may compromise our ability to protect these rights in the future. We have registered, among other trademarks, “SIRVA,” “Allied,” “northAmerican” and their respective logos as trademarks in the United States. Competitors may adopt service names similar to ours, thereby harming our ability to build brand identity and possibly leading to user confusion. In addition, there could be potential trade name or trademark infringement claims brought by owners of other trademarks that are similar to our trademarks. Litigation or proceedings before the U.S. Patent and Trademark Office or other governmental authorities and administrative bodies in the United States and abroad may be necessary in the future to enforce our intellectual property rights and to determine the validity and scope of the proprietary rights of others. Despite our efforts to protect our proprietary information and intellectual property, unauthorized parties may attempt to copy aspects of the software or other technology that we have developed or obtain and use our proprietary information. In addition, the laws of some countries do not protect our proprietary information or intellectual property to as great an extent as the laws of the United States, and many countries do not enforce these laws as diligently as government agencies and private parties in the United States.

If we are unable to protect our proprietary information or intellectual property, it could have a material adverse effect on our business, financial condition and results of operations.

We may be subject to liability and other risks if we infringe upon the trademarks or other intellectual property rights of third parties.

We may be subject to costly litigation in the event that we infringe upon or otherwise violate, unintentionally or otherwise, a third-party’s proprietary rights. Third parties may have, or may eventually be issued, patents that could be infringed upon by our services or technology. Any of these third parties could raise a claim of infringement against us with respect to our services or technology. We may also be subject to claims by third parties for breach of copyright, trademark, license usage or other intellectual property rights. To the extent that our employees use intellectual property owned by others in their work for us, disputes may arise as to the rights in related or resulting know-how and inventions. Any claim from third parties may result in a limitation on our ability to use the intellectual property that is subject to these claims. Even if we believe that intellectual property related claims are without merit, defending against such claims is time consuming and expensive and could result in the diversion of the time and attention of our management and employees. Claims of intellectual property infringement also might require us to redesign affected services, enter into costly settlement or license agreements, pay costly damage awards or face a temporary or permanent injunction prohibiting us from marketing or selling certain of our services. Even if we are party to an agreement for indemnification against such costs, the indemnifying party, if any in such circumstances, may be unable to uphold its contractual obligations. In the event of such claims, if we cannot or do not license the infringed intellectual property on reasonable terms or substitute similar intellectual property from another source, it could have a material adverse effect on our business, financial condition and results of operations.

Risks Related to our Agent/Franchise Network

If we are unable to recruit and retain a sufficient number of agents, representatives or owner-operators to sustain the operations in our Moving Services segment, it could have a material adverse effect on our business, financial condition and results of operations.

Our Moving Services segment relies on our agent network and their employees, representatives and owner-operators to market our services and to act as intermediaries with customers, and to provide a significant portion of our packing, warehousing and hauling services. Owner-operators are independent contractors who generally own their tractors and provide hauling and other services. We and our agents have had some difficulty obtaining or retaining qualified owner-operators due to overall transportation industry conditions such as an aging workforce and an absence of younger drivers to replace our out-going drivers. Fluctuations in the economy and fuel prices, as well as a lifestyle that requires drivers to often be away from home from four to eight weeks at a time, create challenges for new entrants to that business. Further, competition for long haul owner-operators is strong among competing moving companies. Our agent network must pay higher wages or offer a better lifestyle to attract owner-operators that satisfy our standards. If our agents are unable to recruit and retain a sufficient number of owner-operators, it could impact the ability of our agents to provide adequate and timely moving services to our customers, which could have a material adverse effect on our business, financial condition and results of operations.

Our agents are independent businesses that provide moving and storage services to our and their own customers. In 2013, we entered into multi-year agreements with the majority of our agent/franchise network that expire in January 2018; however, if after January 2018, an agent were to terminate its relationship with us, we might not be able to recruit a replacement agent to service the same geographic region with similar capacity and quality. Generally, there are few additional new entrants into this business, and thus recruiting new agents often requires a conversion of an agent from a competing van line, which can be time-consuming, costly and difficult. Competing companies may also recruit our agents. Failure to recruit and retain our agents could have a material adverse on our business, financial condition and results of operations.

Actions taken by our agents may harm our brands or reputation, or result in legal actions against us, which could have a material adverse effect on our business, financial condition and results of operations.

We believe that our strong brand names, including Allied, northAmerican and SIRVA, are among our most valuable assets. Our proprietary network of agents in North America operate their businesses using our brand names and, in the case of most intrastate moves, without our involvement or approval. Our agents are independent third parties with their own financial objectives, and actions taken by them or negative publicity associated with them, including their failure to comply with local laws and regulation and with their contracts with us, could harm our brands or reputation, or result in legal actions against us. In many such cases, these actions are beyond our control. Our brand value could diminish significantly if any such incidents or other matters erode customer confidence in us, which could have a material adverse effect on our business, financial condition and results of operations.

Our agents’ owner-operators are currently not considered to be their employees by taxing and other regulatory authorities. Should these authorities change their position and consider our agents’ owner-operators to be their employees, their costs could increase significantly and cause them to renegotiate their arrangements with us, we may not be able to reach a new agreement on acceptable terms or at all, and we may not be able to pass on any related cost increases to our customers, which could have a material adverse effect on our business, financial condition and results of operations.

From time-to-time, certain parties, including the U.S. Internal Revenue Service (the “IRS”), state tax authorities, labor relations boards and the owner-operators themselves, have sought to assert that owner-operators in the trucking industry are employees rather than independent contractors. The agents within our agent/franchise network consider all of their owner-operators to be independent contractors. Tax authorities may successfully challenge this position or federal and state tax or other applicable laws may change. If owner-operators were deemed to be employees, our agents’ costs related to tax, unemployment compensation, benefits and workers’ compensation could increase significantly. Any significant increase in our agents’ costs could cause them to seek to restructure their current arrangements with us or increase the rates that they charge us which we may not be able to pass on to our customers, any of which could have a material adverse effect on our business, financial condition and results of operations.

If we have any conflicts with our agents or they become dissatisfied with their relationship with us and make claims against us or seek to terminate their relationship with us, it could have a material adverse effect on our business, financial condition and results of operations.

We may not be able to maintain satisfactory relationships with our agents, and the nature of such relationships could give rise to conflict. For example, agents may become dissatisfied with the amount of contractual fees and dues that we charge under agent and other applicable agreements, particularly in the event that we decide to further increase our fees. In addition, they may disagree with certain of our network-wide policies and procedures, including policies regarding safety, dictating brand standards and affecting their marketing efforts, or they may be disappointed with any national marketing campaigns that we designed to develop our brands. If we experience any conflicts with our agents on a large scale, our agents may challenge our actions, rules or policies in arbitration or litigation, which could also result in litigation, and could have a material adverse effect on our business, financial condition and results of operations.

Risks Related to Government Regulation

Several of our business activities are highly regulated and any failure to comply with such regulations or any changes in such regulations could have a material adverse effect on our business, financial condition and results of operations.

Several of our and our agent/franchise network’s business activities are highly regulated by federal, state and foreign authorities, including our moving services, our mortgage origination services, our real estate brokerage services and title insurance commitments offered through our title agency offered in connection with our home sale services. We could also be affected by changes in state transfer tax laws and regulations and changes to federal tax rulings could impact the cost and viability of home sale program benefits that we manage for our customers. Additionally, rules and regulations affecting driver qualification, drivers’ logs and documentation, hours of service and equipment inspection and operation may materially and adversely affect our business operations.

We are also subject to various other rules and regulations such as:

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the Gramm-Leach Bliley Act, the European Union Data Privacy Directives, as well as country specific data privacy and protection laws, including those in Germany and Canada, which governs the disclosure and safeguarding of consumer financial information;

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the Sarbanes-Oxley Act of 2002 (the “Sarbanes-Oxley Act”);

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the Dodd-Frank Wall Street Reform and Consumer Protection Act (the “Dodd-Frank Act”);

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various state, federal and international privacy laws;

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various transportation rules and regulations enforced by the U.S. Department of Transportation (the “DOT”), the Federal Motor Carrier Safety Administration (the “FMCSA”), the Department of Homeland Security and Customs and Border Protection;

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laws that impact mortgage origination services such as the Real Estate Settlement Procedures Act, Truth in Lending Act, Fair Housing Act, Equal Credit and Opportunity Act, Fair Credit Reporting Act, Home Mortgage Disclosure Act and similar state laws and regulations;

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the USA PATRIOT ACT;

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anti-corruption laws, including the FCPA and the UKBA;

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restrictions on transactions with persons in places subject to comprehensive economic sanctions (currently, Iran, Cuba, Syria, Sudan, and the Crimea Region of Ukraine) and persons on the Specially Designated Nationals and Blocked Persons list and other lists of sanctioned persons promulgated by OFAC;

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the Affiliated Marketing Rule, which prohibits or restricts the sharing of certain consumer credit information among affiliated companies without notice and/or consent of the consumer;

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laws and regulations in jurisdictions outside the United States in which we do business;

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state and federal employment laws and regulations, including any changes that would require classification of independent contractors to employee status, and wage and hour regulations;

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Federal Trade Commission regulations restricting unsolicited telephone calls to residential and wireless telephone subscribers by means of automatic telephone dialing systems that would require us to maintain a “do not call list” and to train our personnel to comply with such regulations;

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state, local or federal tax laws that could diminish profitability or liquidity; and

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consumer fraud statutes.

Additionally, our home sales assistance programs are structured around the IRS’s interpretation of the definition of income under IRS Code Section 61 and application of that section to the treatment of expenses incurred in relocation home sale programs as expressed in several IRS Revenue Rulings. A revision to any such rulings or an IRS policy change that results in a different interpretation of such rulings could have a material adverse effect on our business, financial condition and results of operations.

These laws and regulations are complex and compliance with such laws and regulations is time-consuming and costly. Any changes to these laws or regulations or any new laws or regulations may make it more difficult for us to operate our business and increase our operating or compliance costs, which could have a material adverse effect on our business, financial condition and results of operations. If we fail to comply with any of the foregoing laws and regulations, we may be subject to fines, penalties, injunctions and/ or potential criminal violations, which could have a material adverse effect on our business, financial condition and results of operations.

There is also a risk that a change in current laws or regulations could adversely affect the real estate market. For instance, regulations or changes to monetary policy that could cause higher mortgage interest rates or further limits on mortgage tax deductions could negatively impact the purchase and sale of residential homes. Current and future legislative or regulatory changes that make compliance more difficult or expensive in areas such as mortgage lending or transportation of goods or that negatively affect the real estate market may have a material adverse effect on our business, financial condition and results of operations.

We are required to maintain a number of certificates, permits, licenses and other approvals or authorizations in order to operate our business, and if we fail to maintain them it could have a material adverse effect on our business, financial condition and results of operations.

We are required to maintain a wide variety of certificates, permits, licenses and other approvals. For example, we maintain licenses and permits issued by the FMCSA and the DOT (both required to transport household goods across state lines), as well as the Federal Maritime Commission (required to transport household goods by water between the United States and a foreign country) and banking regulators. We also hold various real estate broker licenses and mortgage lending licenses. SIRVA Mortgage is required to hold a license to engage in mortgage origination activities in each state where it originates loans. Our wholly-owned subsidiary DJK Residential LLC is required to hold a real estate license to engage in real estate brokerage activity in each state where it provides real estate brokerage or property management services. Our ability to receive referral fees (a significant revenue source) is dependent on our wholly-owned subsidiary SIRVA Relocation LLC (“SIRVA Relocation”) maintaining a real estate broker’s license as well. Our ability to receive title insurance commissions is dependent on maintaining our title insurance license. Our wholly owned subsidiary SIRVA Settlement, Inc. is required to maintain a license in each state where it issues title insurance commitments. Several of our foreign subsidiaries are also required to maintain licenses in connection with their operations. SIRVA Real Estate in Hong Kong is required to hold a real estate license to engage in real estate brokerage activity where it provides real estate brokerage or property management services. Additionally, in China the business authorization licenses of our subsidiaries are specific as to the activities that they are permitted to conduct. If our business model changes to expand services we may not have the appropriate licenses to conduct any potential new activity.

If we are unable to maintain or renew our existing certificates, permits, licenses or other approvals, or if we are unable to obtain any new certificates, permits licenses or other approvals that

may be required in the future, we or our agents may be prevented or temporarily suspended from conducting critical aspects of our business and we may be subject to fines and other penalties, which could have a material adverse effect on our business, financial condition and results of operations.

The creation of the Consumer Financial Protection Bureau (the “CFPB”) and its recently issued rules will increase our regulatory compliance burden and associated costs, which could have a material adverse effect on our business, financial condition and results of operations.

As a mortgage lender, we are subject to examination by the CFPB, which regulates consumer financial products and services. In July 2011, the CFPB obtained rulemaking and enforcement authority pursuant to the Dodd-Frank Act and began official operations.

The CFPB has broad rule-making authority, supervisory review and enforcement powers over mortgage participants, including originators, and can order, among other things, rescission or reformation of contracts, the refund of moneys or the return of real property, restitution, disgorgement or compensation for unjust enrichment, the payment of damages or other monetary relief, public notifications regarding violations, limits on activities or functions, and civil money penalties. The CFPB has been active in investigations and enforcement actions, and issued large civil monetary penalties in 2012. We also have experienced an increase in the scope and breadth of state audits that we are regularly subject to in our mortgage origination business. The increase in such audits heightens our risk of additional regulation and increases the cost of compliance, together which could materially adversely affect our margins.

The CFPB’s examination authority extends over all federal and state non-depository lending institutions, including mortgage lenders. The CFPB has authority to inspect short-term lenders’ books and records and lending practices, including marketing, underwriting, loan application and processing and collections. If the CFPB adopts any rules or regulations that significantly restrict the conduct of our consumer loan business, any such rules or regulations could have a material adverse effect on our business, prospects, results of operations and financial condition or could make the continuance of all or part of our U.S. consumer loan business impractical or unprofitable. Such examinations, as well as regulations that the CFPB might issue in the future, could ultimately increase our administrative burdens and have a material adverse effect our business, financial condition and results of operations.

The CFPB’s recently enacted rules have and will likely continue to increase our administrative and compliance costs. They could also adversely affect the availability and cost of residential mortgage credit. In addition, SIRVA Mortgage has and will continue to expend significant time and effort to implement the policies and procedures necessary to comply with these new rules by the dates on which they are to become effective. The new rules are technology driven, and SIRVA Mortgage is implementing a new operating system to be able to comply with the new rules. The CFPB has indicated that they plan to conduct at least one audit of every financial institution in the United States within the next five years. These increased costs of compliance, the effect of these rules on the mortgage industry and any failure in our ability to comply with these new rules or if our new operating system does not function properly, could have a material adverse effect on our business, financial condition and results of operations.

Actions by the CFPB and other state regulatory agencies could have a significant impact on us by, for example, requiring us to limit or change our business practices, limiting our ability to pursue business opportunities, requiring us to invest valuable management time and resources in compliance efforts, imposing additional costs on us, including requiring us to process refunds in certain circumstances, limiting fees we can charge for services, requiring us to meet more stringent capital requirements, impacting the value of our assets, delaying our ability to respond to marketplace changes, requiring us to alter our services in a manner that would make them less attractive to consumers and impair our ability to offer them profitably, or requiring us to make other changes that could harm our business.

The CFPB’s “ability-to-repay” and “qualified mortgage” rules may have a negative impact on our loan origination process, which could adversely affect our business, operating results, and financial condition.

On January 10, 2013, the CFPB issued a final rule to implement the “qualified mortgage” provisions of the Dodd-Frank Act requiring mortgage lenders to consider consumers’ ability to repay home loans before extending them credit. The CFPB’s “qualified mortgage” rule, which became effective on January 10, 2014, describes certain minimum requirements for lenders making ability-to-repay determinations, but does not dictate that they follow particular underwriting models. Lenders will be presumed to have complied with the ability-to-repay rule if they issue “qualified mortgages,” which are generally defined as mortgage loans prohibiting or limiting certain risky features. Loans that do not meet the ability-to-repay standard can be challenged in court by borrowers who default and the absence of ability-to-repay status can be used against a lender in foreclosure proceedings. Any loans that we make outside of the “qualified mortgage” criteria could expose us to an increased risk of liability and reduce or delay our ability to foreclose on the underlying property.

We are subject to anti-corruption statutes, and if we fail to comply with such statutes it could have a material adverse effect on our business, financial condition and results of operations.

As a global business, we are subject to anti-bribery laws and regulations of the U.S. government and those of various international and subnational jurisdictions, and our failure to successfully comply with these rules and regulations may expose us to liabilities. In addition, we have experienced an increase in customer contractual requirements with respect to our ability to comply with these regulations, as well as other requirements related to anti-money laundering control. These laws and regulations apply to companies, individual directors, officers, employees, subcontractors and agents, and may restrict our operations, trade practices, investment decisions and partnering activities. In particular, our international operations are subject to U.S. and foreign anti-corruption laws and regulations, such as the FCPA, as well as anti-corruption laws of the various jurisdictions in which we operate. The FCPA and other laws prohibit us and our officers, directors, employees, subcontractors and agents acting on our behalf from corruptly offering, promising, authorizing or providing anything of value to foreign officials for the purposes of influencing official decisions or obtaining or retaining business or otherwise obtaining favorable treatment. As part of our business, we deal with state-owned business enterprises, the employees and representatives of which may be considered foreign officials for purposes of the FCPA. We are subject to the jurisdiction of various governments and regulatory agencies outside of the United States, which may bring our personnel into contact with foreign officials responsible for issuing or renewing permits, licenses or approvals or for enforcing other governmental regulations. In addition, some of the international locations in which we operate lack a developed legal system and have elevated levels of corruption. Our global operations expose us to the risk of violating, or being accused of violating, the foregoing or other anti-corruption laws. Such violations could be punishable by criminal fines, imprisonment, civil penalties, disgorgement of profits, injunctions and debarment from government contracts, as well as other remedial measures. Investigations of alleged violations can be very expensive and disruptive. If we have been determined to be in violation of the FCPA, the UKBA or other anti-corruption laws, we could be subject to significant fines, penalties, repayments, other damages (in certain cases, treble damages) which could have a material and adverse effect on our business, financial condition and results of operations.

The DOT’s Compliance Safety Accountability (“CSA”) rulemaking could have a material adverse effect on our business, financial condition and results of operations.

Under the DOT’s CSA initiative, a compliance and enforcement initiative designed to monitor commercial motor vehicle safety, the fleets and drivers in our agent network are evaluated and ranked based on certain safety-related standards. The current methodology for determining a carrier’s DOT

safety rating has been expanded, and, as a result, certain current and potential drivers may no longer be eligible to drive for our agents, and our safety rating could be adversely impacted. A reduction in eligible drivers or a poor fleet ranking may result in our agent network encountering difficulty attracting and retaining qualified drivers, serving our customers and could cause our customers to use a relocation and moving network with higher fleet rankings than ours, which could have a material adverse effect on our business, financial condition and results of operations.

We are subject to a wide range of environmental laws and regulations, which are complex and costly to comply with and, if we fail to comply with such laws and regulations it could have a material adverse effect on our business, financial condition and results of operations.

We are subject to a wide range of environmental laws and regulations under the foreign, U.S., state and local laws including laws and regulations relating to the discharge of pollutants into the water, air and land, the use, management and disposal of hazardous substances, and the cleanup of contaminated sites. In certain European locations, we are required to recycle specified portions of our waste products. We could incur substantial costs, including cleanup costs, fines and civil or criminal penalties, third-party property damage or personal injury claims, or the reduction or suspension of our operations as a result of violations of or liabilities under environmental laws or non-compliance with the environmental permits required at our facilities. In addition, we own or lease, or in the past have owned or leased, facilities at which underground storage tanks are located, some of which may have leaked in the past. We have been, and may in the future be responsible for, investigating and remediating contamination at these sites, or at off-site locations where we sent hazardous wastes for disposal. If we are unable to comply with applicable environmental laws and regulations or otherwise become subject to future or contingent environmental liabilities, including remediation costs, it could have a material adverse effect on our business, financial condition and results of operations.

Risks Related to Our Company and Our Organizational Structure

Our substantial indebtedness could adversely affect our ability to raise additional capital to fund our operations, limit our ability to react to changes in the economy or our industry, expose us to interest rate risk to the extent of our variable rate debt and prevent us from meeting our debt obligations.

As of June 30, 2015, we had total outstanding long-term debt of $282.0 million, primarily comprised of borrowings under our Term Loan (defined below) and total outstanding short-term debt of $78.2 million, primarily comprised of drawings on our mortgage warehouse facilities. For the year ended December 31, 2014, total payments net of additional borrowings related to our debt obligations, including interest and principal, were $23.2 million. Our indebtedness could have significant negative consequences, including:

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increasing our vulnerability to adverse economic, industry or competitive developments;

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requiring a substantial portion of cash flow from operations to be dedicated to the payment of principal and interest on our indebtedness, therefore reducing our ability to use our cash flow to fund our operations, capital expenditures and future business opportunities;

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exposing us to the risk of increased interest rates because certain of our borrowings, including and most significantly borrowings under our ABL Revolver and Term Loan (defined below), are at variable rates of interest;

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making it more difficult for us to satisfy our obligations with respect to our indebtedness, and any failure to comply with the obligations of any of our debt instruments, including restrictive covenants and borrowing conditions, could result in an event of default under the agreements governing such indebtedness;

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restricting us from making strategic acquisitions or causing us to make non-strategic divestitures;

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limiting our flexibility in planning for, or reacting to, changes in our business or market conditions and placing us at a competitive disadvantage compared to our competitors who are less highly leveraged and who, therefore, may be able to take advantage of opportunities that our leverage prevents us from exploiting.

$278.4 million of our indebtedness as of June 30, 2015 consists of indebtedness under our $300.0 million term loan that matures in 2019 (the “Term Loan”). We may not be able to refinance our Term Loan or any other existing indebtedness because of our high level of debt, debt incurrence restrictions under our debt agreements or because of adverse conditions in credit markets generally, which could have a material adverse effect on our business, financial condition and results of operations.

Further, our securitization (receivable sales) facility is subject to the credit worthiness of our customers. If a customer does not have satisfactory credit, or if the funding needs of a customer exceed the capacity in the securitization facility, we may not be able to obtain the funding we need to service such customer’s account and we may be required to seek other forms of potentially less attractive financing to fund our home sales assistance activities and relocation funding services, which could have an adverse effect on our business, financial condition and results of operations.

Additionally, our mortgage business uses a warehouse line of credit to fund loans that we originate. We sell our loans to investors or to Fannie Mae. If we are unable to sell our loans that we have originated in a timely manner and replenish our warehouse line of credit, we will be limited in our ability to continue to originate mortgage loans, which could have an adverse effect on our business, financial condition and results of operations.

Finally, we also retain servicing on certain loans that are sold to Fannie Mae. Servicing these loans can be complex and is subject to regulatory and consumer protection requirements. We often use a sub-servicer to manage these loans. If we are unable to manage the proper balance of loans sold to Fannie Mae with retained servicing rights, our sub-servicer does not properly service loans or we do not have proper oversight over our sub-servicer, it could have an adverse effect on our business, financial condition and results of operations.

Despite our indebtedness level, we still may be able to incur significant additional amounts of debt, which could further exacerbate the risks associated with our substantial indebtedness.

We and our subsidiaries may be able to incur substantial additional indebtedness in the future. Although the credit agreements governing our Term Loan and ABL Revolver contain restrictions on the incurrence of additional indebtedness, these restrictions are subject to a number of significant qualifications and exceptions, and under certain circumstances, the amount of indebtedness that could be incurred in compliance with these restrictions could be substantial. For example, as of June 30, 2015, we had approximately $20.6 million of additional borrowing capacity under our ABL Revolver, which borrowing capacity depends, in part, on accounts receivable and other assets that fluctuate from time to time and may further depend on lenders’ discretionary ability to impose reserves and availability blocks and to recharacterize assets that might otherwise incrementally increase borrowing availability. If new debt is added to our outstanding debt levels, the risks related to our indebtedness that we will face would increase.

We are dependent upon our lenders for financing to execute our business strategy and meet our liquidity needs. If our lenders are unable to fund borrowings under their credit commitments or we are unable to borrow, it could have a material adverse effect on our business, financial condition and results of operations.

During periods of volatile credit markets, there is risk that any lenders, even those with strong balance sheets and sound lending practices, could fail or refuse to honor their legal commitments and obligations under existing credit commitments, including but not limited to, extending credit up to the maximum permitted by a credit facility. If our lenders are unable to fund borrowings under their revolving credit commitments or we are unable to borrow (such as having insufficient capacity under our borrowing base), it could be difficult in such environments to obtain sufficient liquidity to meet our operational needs, which could have a material adverse effect on our business, financial condition and results of operations.

Our ability to obtain additional capital on commercially reasonable terms may be limited.

Although we believe our cash and cash equivalents, as well as cash we expect to generate from operations and availability under our ABL Revolver, provide adequate resources to fund ongoing operating requirements, we may need to seek additional financing to compete effectively.

If we are unable to obtain capital on commercially reasonable terms, it could:

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reduce funds available to us for purposes such as working capital, capital expenditures, research and development, strategic acquisitions and other general corporate purposes;

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restrict our ability to introduce new products or exploit business opportunities;

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increase our vulnerability to economic downturns and competitive pressures in the markets in which we operate; and

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place us at a competitive disadvantage.

Any of these factors would have a material adverse effect on our business, financial condition and results of operations.

Our debt obligations may limit our flexibility in managing our business.

The credit agreements governing our ABL Revolver and Term Loan require us to comply with a number of customary financial and other covenants, such as maintaining debt service coverage and leverage ratios in certain situations and maintaining insurance coverage. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Liquidity and Capital Resources.” These covenants may limit our flexibility in our operations, and breaches of these covenants could result in defaults under the instruments governing the applicable indebtedness even if we had satisfied our payment obligations. If we were to default on the credit agreements or other debt instruments, it could have a material adverse effect on our business, financial condition and results of operations.

We are a holding company with no significant independent operations and, therefore, rely on our subsidiaries to make funds available to us.

We are a holding company with no significant independent operations and no significant assets other than the capital stock of our subsidiaries, including SIRVA Worldwide, Inc., our direct wholly owned subsidiary (“SIRVA Worldwide”). Therefore, our cash flow and our ability to meet our obligations depend on the receipt of dividends or other distributions from our subsidiaries. The ability of our

subsidiaries to pay any dividends and distributions will be subject to, among other things, the terms of our ABL Revolver, Term Loan and warehouse lines of credit, which each contain a number of significant covenants that, among other matters, restrict our ability to incur additional indebtedness, incur capital lease obligations, pay dividends, make acquisitions or engage in mergers or consolidations, make capital expenditures, and receive dividends and distributions from SIRVA Worldwide except to fund our operating expenses in the ordinary course of business. In addition, we are required to comply with specified financial ratios and tests, including consolidated leverage ratio and consolidated interest coverage ratio requirements. See “Description of Certain Indebtedness.” There can be no assurance that our subsidiaries will generate cash flow sufficient to pay dividends or distributions to us to enable us to meet our obligations. Our inability to receive funds from our operating subsidiaries could adversely affect our ability to meet our obligations and to make dividend payments and other distributions to holders of our common stock.

Each of Aurora and EGI independently has substantial control over us and will be able to influence corporate matters with respect to us. Aurora and EGI may have interests that differ from each other and from those of our other stockholders.

After giving effect to this offering, Aurora and EGI will directly or indirectly hold, in the aggregate, approximately % and % of the voting power of our outstanding common stock, respectively, or % and %, respectively, if the underwriters exercise their option to purchase additional shares in full. As a result, each of Aurora and EGI are able to strongly influence the election of our directors and potentially control the outcome of any corporate transaction or other matter submitted to our stockholders for approval, including potential mergers or acquisitions, asset sales and other significant corporate transactions. See “Certain Relationships and Related Person Transactions.” So long as Aurora and EGI continue to own a majority of our common stock, they will have the ability to control the vote in any election of directors and will have the ability to prevent any transaction that requires stockholder approval, regardless of whether others believe the transaction is in our best interests.

The interests of Aurora and EGI may not coincide with each other or the best interests of other holders of our common stock. This concentration of voting power could also have the effect of delaying, deterring or preventing a change of control or other business combination that might otherwise be beneficial to the stockholders of our common stock. It may also adversely affect the trading price for our common stock to the extent investors perceive disadvantages in owning stock with a controlling stockholder. In addition, Aurora and EGI are in the business of making investments in companies and may, from time to time, acquire interests in businesses that directly or indirectly compete with our business, as well as businesses that are significant existing or potential customers.

Risks Related to this Offering

There is no existing public market for our common stock and an active, liquid trading market for our common stock may not develop.

There is no existing public market for our common stock. We cannot predict the extent to which investor interest in our company will lead to the development of an active trading market or how liquid that market may become. If an active trading market does not develop, you may have difficulty selling any of our shares that you purchase. The initial public offering price of our common stock will be determined by negotiation between us and the underwriters and may not be indicative of prices that will prevail following the completion of this offering. The market price of our common stock may decline below the initial public offering price, and you may not be able to resell your shares at, or above, the initial public offering price.

Future sales of our common stock or securities convertible into or exchangeable for common stock could depress the market price of our common stock.

We and substantially all of our stockholders, including our existing selling stockholder, may sell additional shares of common stock in subsequent public offerings. We may also issue additional shares of common stock or convertible debt securities to finance future acquisitions. Sales of substantial amounts of our common stock in the public market, or the perception that such sales could occur, could adversely affect the market price of our common stock. This includes shares of common stock that we are selling in this offering and shares of common stock the selling stockholder is selling in this offering (or shares from us and shares from our selling stockholder if the underwriters exercise their option to purchase additional shares in full, which may be resold immediately in the public market. Our directors, executive officers, Aurora and EGI will be subject to the lock-up agreements described in “Underwriting” and are subject to the Rule 144 holding period requirements described in “Shares Eligible for Future Sale—Lock-up Arrangements and Registration Rights.” After giving effect to this offering, we will have 450 million shares of common stock authorized and shares of common stock outstanding (or shares of common stock outstanding if the underwriters exercise their option to purchase additional shares in full). After this offering and upon expiration of the lock-up agreements, and after the holding period requirements of Rule 144 of the Securities Act of 1933, as amended (the “Securities Act”), have elapsed, approximately million additional shares will be eligible for sale in the public market.

Aurora, EGI and certain of our other stockholders (and certain permitted transferees thereof) have registration rights with respect to the common stock they hold. These shares may be sold in the public market and the shares held by Aurora and EGI are subject to a 180-day lock-up period.

The underwriters may, in their sole discretion and without notice, release all or any portion of the shares subject to lock-up agreements prior to expiration of the lock-up period. Subject to the terms of the lock-up agreements, we also may issue our shares of common stock or securities convertible into our common stock from time to time in connection with a financing, acquisition, investments or otherwise. We cannot predict the size of future issuances of our common stock or the effect, if any, that future issuances and sales of our common stock will have on the market price of our common stock. Any such issuance could result in substantial dilution to our existing stockholders. Due to these factors, sales of a substantial number of shares of our common stock in the public market could occur at any time. These sales, or the perception in the market that the holders of a large number of shares intend to or could sell shares, could reduce the market price of our common stock. Any decline in the price of shares of our common stock could impede our ability to raise capital through the issuance of additional shares of our common stock or other equity securities.

We will incur increased costs as a result of operating as a publicly traded company, and our management will be required to devote substantial time to new compliance initiatives.

As a publicly traded company, we will incur additional legal, accounting and other expenses that we do not currently incur as a private company. Although we are currently unable to estimate these costs with any degree of certainty, they may be material in amount. In addition, the Sarbanes-Oxley Act, the Dodd-Frank Act and the rules of the Securities and Exchange Commission (the “SEC”) and the NYSE or Nasdaq, have imposed various requirements on public companies. Our management and other personnel will need to devote a substantial amount of time to these compliance initiatives, as well as to investor relations. Moreover, these rules and regulations will increase our legal and financial compliance costs and will make some activities more time-consuming and costly. For example, we expect these rules and regulations to make it more difficult and more expensive for us to obtain director and officer liability insurance, and we may be required to incur additional costs to maintain the same or similar coverage.

Furthermore, if we are not able to comply with the requirements of Section 404 of the Sarbanes-Oxley Act in a timely manner, the market price of our common stock could decline and we could be subject to potential delisting by the NYSE or Nasdaq and review by such exchange, the SEC, or other regulatory authorities, which would require the expenditure by us of additional financial and management resources. As a result, our stockholders could lose confidence in our financial reporting, which would harm our business and the market price of our common stock.

Our internal control over financial reporting does not currently meet the standards required by Section 404 of the Sarbanes-Oxley Act, and failure to achieve and maintain effective internal control over financial reporting in accordance with Section 404 of the Sarbanes-Oxley Act could have a material adverse effect on our business, financial condition and results of operations.

We do not currently fully document or test our compliance with these controls on a periodic basis in accordance with Section 404. Furthermore, we have not tested our internal controls in accordance with Section 404 and, due to our lack of documentation, such a test would not be possible to perform at this time.

We are in the early stages of addressing our internal control procedures to satisfy the requirements of Section 404, which requires an annual management assessment of the effectiveness of our internal control over financial reporting. If we are not able to implement the requirements of Section 404 in a timely manner or with adequate compliance, our independent registered public accounting firm may not be able to attest to the effectiveness of our internal control over financial reporting. If we are unable to maintain adequate internal control over financial reporting, we may be unable to report our financial information on a timely basis, may suffer adverse regulatory consequences or violations of applicable stock exchange listing rules and may breach the covenants under our credit facilities. There could also be a negative reaction in the financial markets due to a loss of investor confidence in us and the reliability of our financial statements.

In addition, we will incur additional costs in order to improve our internal control over financial reporting and comply with Section 404, including increased auditing and legal fees and costs associated with hiring additional accounting and administrative staff.

The price of our common stock may be volatile and you could lose all or part of your investment.

Securities markets worldwide have experienced, and are likely to continue to experience, significant price and volume fluctuations. This market volatility, as well as general economic, market or political conditions could reduce the market price of our common stock regardless of our results of operations. The trading price of our common stock is likely to be highly volatile and could be subject to wide price fluctuations in response to various factors, including, among other things, the risk factors described herein, and other factors beyond our control. Factors affecting the trading price of our common stock could include:

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market conditions in the broader stock market;

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actual or anticipated variations in our quarterly financial and operating results;

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variations in operating results of similar companies;

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introduction of new services by us, our competitors or our customers;

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issuance of new, negative or changed securities analysts’ reports or recommendations or estimates;

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investor perceptions of us and the industries in which we or our customers operate;

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sales, or anticipated sales, of our stock, including sales by existing stockholders;

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additions or departures of key personnel;

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regulatory or political developments;

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stock-based compensation expense under applicable accounting standards;

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litigation and governmental investigations; and

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changing economic conditions.

These and other factors may cause the market price and demand for shares of our common stock to fluctuate substantially, which may limit or prevent investors from readily selling their shares of common stock and may otherwise negatively affect the liquidity of our common stock. In addition, in the past, when the market price of a stock has been volatile, holders of that stock have sometimes instituted securities class action litigation against the company that issued the stock. Securities litigation against us, regardless of the merits or outcome, could result in substantial costs and divert the time and attention of our management from our business, which could significantly harm our business, profitability and reputation.

We do not anticipate paying any dividends for the foreseeable future.

We do not intend in the foreseeable future to pay any dividends to holders of our common stock. We currently intend to retain our future earnings, if any, for the foreseeable future, to repay indebtedness and to support our general corporate purposes. Therefore, you are not likely to receive any dividends on your common stock for the foreseeable future, and the success of an investment in shares of our common stock will depend upon any future appreciation in their value. There is no guarantee that shares of our common stock will appreciate in value or even maintain the price at which our stockholders have purchased their shares. However, the payment of future dividends will be at the discretion of our board of directors, subject to applicable law, and will depend on, among other things, our earnings, financial condition, capital requirements, level of indebtedness, statutory and contractual restrictions apply to the payment of dividends and other considerations that our board of directors deems relevant. Our debt agreements limit the amounts available to us to pay cash dividends, and, to the extent that we require additional funding, sources may prohibit the payment of a dividend. See “Dividend Policy.” As a consequence of these limitations and restrictions, we may not be able to make, or may have to reduce or eliminate, the payment of dividends on our common stock.

If you purchase shares of common stock sold in this offering, you will incur immediate and substantial dilution.

The initial public offering price per share is substantially higher than the pro forma net tangible book value per share immediately after this offering. As a result, you will pay a price per share that substantially exceeds the book value of our assets after subtracting the book value of our liabilities. Based on our net tangible book value as of June 30, 2015 and assuming an offering price of $ per share, the midpoint of the range set forth on the cover page of this prospectus, you will incur immediate and substantial dilution in the amount of $ per share. See “Dilution.”

FORWARD-LOOKING STATEMENTS

This prospectus contains forward-looking statements that are subject to risks and uncertainties. All statements other than statements of historical fact included in this prospectus are forward-looking statements. Forward-looking statements give our current expectations and projections relating to our financial condition, results of operations, plans, objectives, future performance and business. You can identify forward-looking statements by the fact that they do not relate strictly to historical or current facts. These statements may include words such as “anticipate,” “estimate,” “expect,” “project,” “plan,” “intend,” “believe,” “may,” “should,” “can have,” “forecast,” “likely” and other words and terms of similar meaning in connection with any discussion of the timing or nature of future operating or financial performance or other events.

The forward-looking statements contained in this prospectus are based on assumptions that we have made in light of our industry experience and our perceptions of historical trends, current conditions, expected future developments and other factors we believe are appropriate under the circumstances. As you read and consider this prospectus, you should understand that these statements are not guarantees of performance or results. They involve risks, uncertainties (many of which are beyond our control) and assumptions. Although we believe that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect our actual operating and financial performance and cause our performance to differ materially from the performance anticipated in the forward-looking statements. We believe these factors include, but are not limited to, those described under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” Should one or more of these risks or uncertainties materialize, or should any of these assumptions prove incorrect, our actual operating and financial performance may vary in material respects from the performance projected in these forward-looking statements.

Any forward-looking statement made by us in this prospectus speaks only as of the date on which we make it. Factors or events that could cause our actual operating and financial performance to differ may emerge from time to time, and it is not possible for us to predict all of them. We undertake no obligation to publicly update any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by law.

USE OF PROCEEDS

We estimate that the net proceeds to us from this offering will be approximately $ million based on public offering price of $ per share, which is the midpoint of the range set forth on the cover of this prospectus, after deducting underwriting discounts and commissions and estimated expenses payable by us in connection with this offering.

We intend to use the net proceeds from this offering to repay certain of our outstanding indebtedness and for general corporate purposes.

A $1.00 increase (decrease) in the assumed initial public offering price of $ per share would increase (decrease) the net proceeds to us from this offering by $ million, assuming the number of shares offered by us, as set forth on the cover page of this prospectus, remains the same and after deducting underwriting discounts and commissions and estimated expenses payable by us.

We will not receive any proceeds from the sale of common stock by the selling stockholder, including from any exercise by the underwriters of their option to purchase additional shares.

DIVIDEND POLICY

We do not intend to pay cash dividends on our common stock in the foreseeable future. We are a holding company that does not conduct any business operations of our own. As a result, our ability to pay cash dividends on our common stock depends on cash dividends and distributions and other transfers from our subsidiaries. The declaration and payment of dividends is subject to the discretion of our board of directors, subject to applicable law, and depends on various factors, including our net income, financial condition, cash requirements, future prospects and other factors deemed relevant by our board of directors. The amounts available to us to pay cash dividends are also restricted by the terms of our debt agreements. See “Description of Certain Indebtedness.”

In addition, under Delaware law, our board of directors may declare dividends only to the extent of our surplus (which is defined as total assets at fair market value minus total liabilities, minus statutory capital) or, if there is no surplus, out of our net profits for the then current and/or immediately preceding fiscal year.

Any future determination to pay dividends will be at the discretion of our board of directors, and will take into account:

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restrictions in our debt instruments;

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general economic business conditions;

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our capital requirements and the capital requirements of our subsidiaries;

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our financial condition and results of operations;

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the ability of our operating subsidiaries to pay dividends and make distributions to us; and

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such other factors as our board of directors may deem relevant.

CAPITALIZATION

The following table sets forth our cash and cash equivalents and consolidated capitalization as of June 30, 2015:

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on an actual basis;

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on a pro forma basis to reflect the conversion of all outstanding shares of our Series A preferred stock with an aggregate liquidation preference and accrued and unpaid dividends of $ into shares of our common stock (assuming an initial public offering price of $ per share, the midpoint of the range set forth on the cover of this prospectus), which will occur immediately prior to the closing of our offering; and

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on an as adjusted basis to give effect to (i) the filing of our Fourth Amended and Restated Certificate of Incorporation and (ii) the sale of shares of our common stock in this offering and the application of the net proceeds received by us from this offering as described under “Use of Proceeds.”

This table should be read in conjunction with “Use of Proceeds,” “Selected Historical Financial Data,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” “Description of Capital Stock” and our financial statements and the related notes thereto included elsewhere in this prospectus.


	As of June 30, 2015
	Actual			Pro Forma	As Adjusted(1)
	(in millions)
Cash and cash equivalents	$	31.9		$	$

Long-Term Debt:
Term Loan(2)	$	278.4		$	$
ABL Revolver(3)		3.0
Capital lease obligations		0.6

Total long-term debt, including current portion	$	282.0		$	$

Stockholders’ Equity:
Series A preferred stock, $0.01 par value: 1,000,000 shares authorized, actual, shares authorized, as adjusted; 99,444 shares issued and outstanding, actual; shares issued and outstanding, as adjusted		—
Common stock, $0.01 par value: 450,000,000 shares authorized, actual and as adjusted; 27,914,796 shares issued and outstanding, actual; shares issued and outstanding, as adjusted		0.3
Additional paid-in-capital		117.2
Accumulated other comprehensive loss		(52.3	)
Accumulated deficit		(191.6	)

Total stockholders’ deficit		(126.4	)

Total capitalization	$	155.6		$	$

(1)	Assuming the number of shares sold by us in this offering remains the same as set forth on the cover page, a $1.00 increase or decrease in the assumed initial public offering price would increase or decrease, as applicable, our as adjusted total capitalization by approximately $ million.

(2)	Our Term Loan provides for $300.0 million in borrowing and matures in 2019. See Note 7 “Long-term Debt” to the Company’s audited financial statements included elsewhere in this prospectus and “Description of Certain Indebtedness.”

(3)

Our ABL Revolver provides for $50.0 million in borrowing, subject to borrowing base limitations, and matures in 2018. See Note 7 “Long-term Debt” to the Company’s audited financial statements included elsewhere in this prospectus and “Description of Certain Indebtedness.” Our borrowing capacity depends, in part, on inventory, accounts receivable and other assets that fluctuate from time to time and may further depend on lenders’ discretionary ability to impose reserves and availability blocks and to recharacterize assets that might otherwise incrementally increase borrowing availability.

DILUTION

If you invest in our common stock, your interest will be diluted to the extent of the difference between the initial public offering price per share of common stock and the pro forma net tangible book value per share of our common stock upon the consummation of this offering and the use of proceeds therefrom. Dilution results from the fact that the per share offering price of our common stock is substantially in excess of the book value per share attributable to our existing investors.

Our net tangible book value as of June 30, 2015 was approximately $ million, or $ per share, of our common stock. Net tangible book value represents the amount of total tangible assets less total liabilities and net tangible book value per share represents net tangible book value divided by the number of shares of common stock outstanding.

After giving effect to (i) the sale of shares of common stock in this offering at the assumed initial public offering price of $ per share (the midpoint of the range set forth on the cover of this prospectus), (ii) the automatic conversion of our Series A preferred stock into common stock upon the closing of this offering and (iii) the application of the net proceeds from this offering, our pro forma net tangible book value would have been $ million, or $ per share. This represents an immediate increase in pro forma net tangible book value of $ per share to our existing investors and an immediate dilution in pro forma net tangible book value of $ per share to new investors.

The following table illustrates this dilution on a per share of common stock basis:


Assumed initial public offering price per share		$
Net tangible book value per share as of June 30, 2015	$
Increase in net tangible book value per share attributable to new investors

Pro forma net tangible book value per share after this offering

Dilution in net tangible book value per share to new investors		$

The following table summarizes, on a pro forma basis as of June 30, 2015 after giving effect to this offering, the total number of shares of common stock purchased from us, the total cash consideration paid to us and the average price per share paid by our existing investors and by new investors purchasing shares in this offering.


	Shares Purchased				Total Consideration (in thousands)				Average Price Per Share
	Number	Percent			Amount	Percent			Average Price Per Share
Existing stockholders				%	$			%	$
New investors				%					$

Total			100	%	$		100	%	$

The foregoing tables and calculations are based on the number of shares of our common stock outstanding, after giving effect to the automatic conversion of all outstanding shares of our Series A preferred stock into common stock of this offering.

If the underwriters were to fully exercise their option to purchase additional shares of our common stock from us and additional shares of our common stock from the selling stockholder, the percentage of shares of our common stock held by existing stockholders would be %, and the percentage of shares of our common stock held by new investors would be %.

The above discussion and tables are based on the number of shares outstanding at June 30, 2015 and assume no exercise of outstanding options. To the extent that outstanding options are exercised, there will be further dilution to new investors purchasing common stock in this offering. In addition, we may choose to raise additional capital due to market conditions or strategic considerations even if we believe we have sufficient funds for our current or future operating plans. To the extent that additional capital is raised through the sale of equity or convertible debt securities, the issuance of such securities could result in further dilution to our stockholders.

SELECTED HISTORICAL FINANCIAL DATA

The following table sets forth our selected historical financial and other data for the periods and as of the dates indicated. We derived our consolidated statement of operations data for the years ended December 31, 2014, 2013 and 2012 and our balance sheet data as of December 31, 2014 and 2013 from our audited consolidated financial statements included elsewhere in this prospectus. We derived our consolidated statement of operations data for the six months ended June 30, 2015 and 2014 and our balance sheet data as of June 30, 2015 from our unaudited consolidated financial statements included elsewhere in this prospectus, and our consolidated statement of operations data for the years ended December 31, 2011 and 2010 and our balance sheet data as of December 31, 2011 and 2010 from our unaudited consolidated financial statements which are not included in this prospectus. The unaudited consolidated financial statements have been prepared on the same basis as the audited consolidated financial statements and, in our opinion, reflect all adjustments necessary for the fair presentation of the financial information set forth in those statements.

Our historical results are not necessarily indicative of future operating results. You should read the information set forth below in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our financial statements and the related notes thereto included elsewhere in this prospectus.


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012			2011			2010
	(in millions, except share and per share data)
	(unaudited)															(unaudited)
Statement of Operations Data
Service revenue
Relocation Services	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1		$	137.5		$	129.6
Moving Services		473.7			469.6			1,071.5			1,072.3			1,064.8			1,004.4			889.7
Growth Markets		40.1			38.4			85.5			71.5			62.5			58.9			51.3
Australia		61.6			75.8			145.0			165.3			178.5			167.1			131.0

Total service revenue		664.1			657.5			1,464.4			1,452.0			1,438.9			1,367.9			1,201.6
Direct expenses
Purchased transportation expense		428.0			433.6			979.3			992.1			994.6			941.2			828.2
Other direct expense		121.3			115.5			241.7			229.9			222.8			218.3			186.0

Gross profit		114.8			108.4			243.4			230.0			221.5			208.4			187.4
Operating expenses
Selling, general and administrative expense		91.7			89.1			179.8			180.8			184.0			192.3			173.7
Intangibles amortization		2.4			2.9			6.0			7.3			9.3			10.4			10.4
Restructuring, impairment and IPO expense		0.1			0.6			10.0			2.3			2.3			3.7			0.6
Operating income (loss) from continuing operations
Relocation Services		16.3			13.1			31.6			25.5			17.9			13.1			8.5
Moving Services		8.2			5.7			27.7			24.2			17.1			11.7			11.4
Growth Markets		3.7			2.9			9.3			4.6			1.3			4.8			5.3
Australia		1.4			0.3			1.5			2.7			1.5			1.3			0.4
Corporate		(9.0	)		(6.2	)		(22.5	)		(17.4	)		(11.9	)		(28.9	)		(22.9	)

Total operating income from continuing operations		20.6			15.8			47.6			39.6			25.9			2.0			2.7
Interest expense, net		13.3			14.1			27.9			26.2			25.1			32.2			49.9
Debt extinguishment (gain) loss, net		(0.5	)		(0.5	)		(0.5	)		8.0			(0.3	)		16.8			—
Other expense, net		—			0.3			0.3			0.5			—			1.3			0.8
Income tax expense (benefit)		4.0			0.4			(40.8	)		0.2			2.2			5.0			5.1

Income (loss) from continuing operations		3.8			1.5			60.7			4.7			(1.1	)		(53.3	)		(53.1	)
Income (loss) from discontinued operations, net of tax		—			0.1			—			5.0			(0.3	)		0.4			0.3

Net income (loss)		3.8			1.6			60.7			9.7			(1.4	)		(52.9	)		(52.8	)
Preferred stock dividends		(10.6	)		(9.3	)		(19.3	)		(20.4	)		(27.4	)		(18.4	)		—

Net (loss) income available to common stockholders	$	(6.8	)	$	(7.7	)	$	41.4		$	(10.7	)	$	(28.8	)	$	(71.3	)	$	(52.8	)


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012			2011			2010
	(in millions, except share and per share data)
	(unaudited)															(unaudited)
Earnings (loss) per common share
Basic (loss) earnings per share from continuing operations(1)	$	(0.24	)	$	(0.28	)	$	1.50		$	(0.57	)	$	(1.06	)	$	(2.71	)	$	(2.04	)
Basic earnings (loss) per share from discontinued operations(1)		—			—			—			0.18			(0.01	)		0.02			0.01
Basic (loss) earnings per share(1)		(0.24	)		(0.28	)		1.50			(0.39	)		(1.07	)		(2.69	)		(2.03	)
Pro forma basic earnings (loss) per share(2)
Diluted (loss) earnings per share from continuing operations(1)		(0.24	)		(0.28	)		1.48			(0.57	)		(1.06	)		(2.71	)		(2.04	)
Diluted earnings (loss) per share from discontinued operations(1)		—			—			—			0.18			(0.01	)		0.02			0.01
Diluted (loss) earnings per share(1)		(0.24	)		(0.28	)		1.48			(0.39	)		(1.07	)		(2.69	)		(2.03	)
Pro forma diluted earnings (loss) per share(2)
Weighted-average common shares outstanding
Basic		27,672,268			27,538,725			27,574,430			27,260,090			26,869,700			26,513,136			26,042,666
Diluted		27,672,268			27,538,725			27,910,480			27,260,090			26,869,700			26,513,136			26,042,666
Other Data
Incentive EBITDA(3)		32.2			27.8			78.1			64.2			54.0			28.8			29.3
Incentive EBITDA as a percent of Net Service Revenue		13.6	%		12.4	%		16.1	%		14.0	%		12.2	%		6.7	%		7.8	%
Adjusted EBITDA(3)		34.1			30.0			84.5			70.9			60.9			37.4			34.1
Adjusted EBITDA as a percent of Net Service Revenue		14.4	%		13.4	%		17.4	%		15.4	%		13.7	%		8.8	%		9.1	%


	As of June 30,		As of December 31,
	2015		2014		2013		2012		2011		2010
	(in millions)
	(unaudited)								(unaudited)
Balance Sheet Data
Total assets	$	537.6	$	474.5	$	424.7	$	433.2	$	447.8	$	423.9
Short-term debt		78.2		57.0		51.6		56.7		57.6		21.9
Long-term debt (including current portions)		282.0		290.2		294.0		172.6		181.2		329.5
Preferred stock (involuntary liquidation value)		171.9		161.3		141.9		230.6		191.9		—

(1)

(2)	Pro forma basic and diluted earnings per share have been calculated assuming the Preferred Stock Conversion occurred at the beginning of each of the applicable periods.

(3)

For a reconciliation of net income (loss) to EBITDA and Adjusted EBITDA, see “Summary—Summary Historical Financial and Other Data.” For a reconciliation of net income (loss) to Incentive EBITDA, see “Management’s Discussion and Analysis of Financial Condition and Results of Operations—How We Assess the Performance of our Business—Incentive EBITDA and EBITDA.”

The following tables reconcile Incentive EBITDA to Adjusted EBITDA for each of our reportable segments:


	Six Months Ended June 30,						Year Ended December 31,
Relocation Services	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Incentive EBITDA	$	18.2		$	15.1		$	35.6		$	29.3		$	22.0		$	17.2		$	12.8
Restructuring and impairment expenses(a)		0.1			0.1			0.2			0.3			0.9			0.4			1.0

Adjusted EBITDA	$	18.3		$	15.2		$	35.8		$	29.6		$	22.9		$	17.6		$	13.8


	Six Months Ended June 30,						Year Ended December 31,
Moving Services	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Incentive EBITDA	$	15.9		$	12.8		$	43.1		$	39.3		$	34.1		$	27.2		$	26.0
Restructuring and impairment expenses(a)		—			0.1			1.4			1.0			1.8			0.2			0.5
Europe business development costs(e)		—			—			0.2			—			—			—			—

Adjusted EBITDA	$	15.9		$	12.9		$	44.7		$	40.3		$	35.9		$	27.4		$	26.5


	Six Months Ended June 30,						Year Ended December 31,
Growth Markets	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Incentive EBITDA	$	3.8		$	3.3		$	10.4		$	5.6		$	2.7		$	5.8		$	6.5
Restructuring and impairment expenses(a)		—			0.4			0.9			0.5			1.0			0.6			0.1
Europe business development costs(e)		0.2			0.4			0.5			0.3			—			—			—

Adjusted EBITDA	$	4.0		$	4.1		$	11.8		$	6.4		$	3.7		$	6.4		$	6.6


	Six Months Ended June 30,						Year Ended December 31,
Australia	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Incentive EBITDA	$	2.1		$	1.7		$	4.2		$	6.1		$	6.4		$	6.4		$	6.0
Restructuring and impairment expenses(a)		—			0.1			1.1			0.4			0.4			0.1			—

Adjusted EBITDA	$	2.1		$	1.8		$	5.3		$	6.5		$	6.8		$	6.5		$	6.0


	Six Months Ended June 30,						Year Ended December 31,
Corporate	2015			2014			2014			2013			2012			2011			2010
	(in millions)
Incentive EBITDA	$	(7.8	)	$	(5.1	)	$	(15.2	)	$	(16.1	)	$	(11.2	)	$	(27.8	)	$	(22.0	)
Restructuring and impairment expenses(a)		0.1			0.1			0.1			0.7			(0.3	)		5.1			0.6
Pension expense(b)		0.3			0.6			0.4			2.8			3.0			2.1			2.5
Stock compensation expense(c)		0.2			0.4			0.6			0.7			0.1			0.1			0.1
Public company readiness costs(d)		0.6			—			0.6			—			—			—			—
Europe business development costs(e)		0.4			—			0.4			—			—			—			—

Adjusted EBITDA	$	(6.2	)	$	(4.0	)	$	(13.1	)	$	(11.9	)	$	(8.4	)	$	(20.5	)	$	(18.8	)

(a)

(b)

(c)

(d)

Incremental professional fees and expenses, primarily audit related, associated with preparing to be a public company.

(e)

Costs to expand our European business including marketing studies and salaries, benefits and travel expenses for the business development and client implementation teams.

MANAGEMENT’S DISCUSSION AND ANALYSIS OF

FINANCIAL CONDITION AND RESULTS OF OPERATIONS

You should read the following discussion and analysis of our financial condition and results of operations together with “Selected Historical Financial Data” and our consolidated financial statements and the related notes and other financial information and operating data, which are included elsewhere in this prospectus. Some of the information contained in this discussion and analysis, including information with respect to our plans and strategy for our business, includes forward-looking statements that involve risks and uncertainties. You should review the “Risk Factors” and “Forward-Looking Statements” sections of this prospectus for a discussion of important factors that could cause actual results to differ materially from the results described in or implied by the forward-looking statements contained in the following discussion and analysis. Historical results are not necessarily indicative of the results to be expected for any future period. Results for any interim period may not necessarily be indicative of the results that may be expected for a full year.

Overview

We are a leading provider of end-to-end relocation and moving services for multi-national corporations, government institutions and consumers, through a worldwide network of 1,475 locations in 170 countries. Our services are designed to provide our customers, typically large corporations, with the ability to efficiently and expeditiously relocate employees globally to execute their business strategies. We provide these services since relocation and moving are outside of our customers’ core competencies. We help manage all aspects of an employee’s relocation and believe that our suite of over 50 distinct services provides an enhanced experience for our corporate/government customers, the relocating employee and their family. We served more than 1,800 corporate customers in 2014, including approximately 25% of the Fortune 500 and 60% of the Dow Jones 30, and many government agencies. We also provide relocation and moving services to consumers.

Our History

We initially built our business through several acquisitions. In 1998, we acquired North American Van Lines, which has been in business since 1933. In 1999, we enhanced our capabilities through the acquisition of Allied Van Lines, which has been in business since 1928. From 1999 through 2004, we made a number of additional acquisitions of relocation and moving related businesses around the world. As we built our business, we recognized a trend for corporate customers to outsource many aspects of employee relocation to relocation service providers. To take advantage of this opportunity, and to expand into relocation, we made several more acquisitions of relocation providers and developed our network of relocation vendors. In November 2003, we completed an initial public offering of our common stock.

As a result of various factors, including acquisitions of asset-heavy businesses, acquisitions of non-core businesses, inadequate accounting control and significant related expenditures, liquidity deficiencies and taking a significant number of homes into inventory during a declining housing market, we sought bankruptcy protection and filed a pre-packaged bankruptcy plan under Chapter 11 of the U.S. Bankruptcy Code in February 2008. We emerged from bankruptcy in May 2008 as a private company controlled by Aurora and EGI. The pre-packaged bankruptcy plan allowed us to obtain relief from our debt service. After emerging from bankruptcy, we also terminated certain unfavorable customer contracts and began the process of revising certain unfavorable provisions in our customer contracts.

From 2008-2011

From 2008 through 2011, we completed a series of business initiatives designed to reduce our risk and improve our financial performance, including the following:

- Hired a new management team—We hired a new CEO in July 2008 and a new CFO and a new President for Asia in 2011, and recruited a number of other key executives.

- Focused on asset-light strategy—In order to focus on our asset-light businesses, we continued to divest many of our asset-heavy businesses, including our United Kingdom and Ireland moving services businesses in March 2008. Prior to that, in 2007 we sold both our New Zealand local moving services business and our Continental Europe moving services businesses which, combined, had operated in thirteen countries.

- Divested non-core businesses—We continued to divest non-core businesses that were not directly related to providing relocation and moving services, including the sale of the last of our logistics businesses in 2013.

- Improved our risk management—We developed and implemented new policies, programs, structures and corporate governance for home assistance that were designed to minimize risk and the number of homes in inventory, which we believe reduces our exposure to the carrying costs of homes and to fluctuations in the housing market. We also were able to revise or enter into new contracts with our corporate customers that implemented our new policies and addressed our exposure to real estate and home price fluctuations.

2012-Present

Beginning in 2012, we initiated the implementation of our growth strategy through the following initiatives:

- Expanded our relocation and moving services—We focused on increasing the breadth and depth of relocation and moving services that we provide to multi-national corporations and government institutions by enhancing our in-house capabilities, introducing new products, expanding our solutions offered to customers and entering new adjacent markets.

- Enhanced our sales and marketing capabilities—We focused the majority of our sales and marketing efforts on penetrating Fortune 1000 and Fortune Global 500 accounts on a global basis. In addition, we targeted the market segments that depend relatively more on their employee talent for their success, such as the technology, energy, financial services, pharmaceutical and business services industries. We enhanced our sales and marketing capabilities through various initiatives led by a new Chief Commercial Officer, who we hired in 2012, which we believe have improved the coordination and execution of global sales opportunities as evidenced by an increased win rate for new large corporate customers.

- Developed technology—We developed our integrated technology platform that interconnects our system with the human resources departments of our corporate customers, individual relocating employees and our agents and third-party vendors. Our technology is a key selling point and has improved customer and relocating employee satisfaction, enhanced our ability to manage our agents/franchises and vendors, reduced our costs and improved our management and financial reporting. In October 2013, in order to better serve the corporate relocation market, we launched our Xpress Marketplace product.

- Expanded in Growth Markets—We believe market opportunities exist for outsourced relocation and moving services from companies operating in Europe, Asia, the Middle East, Africa and South America. In order to take advantage of this opportunity, we have opened new locations, acquired or increased our ownership interest in businesses in China, India, Brazil and Germany that provide relocation and moving services and hired local sales and marketing personnel.

Since 2010, we have improved our results of operations and have expanded our business. Our service revenue has increased from $1,201.6 million in 2010 to $1,464.4 million in 2014, our Net Service Revenue has increased from $373.4 million in 2010 to $485.1 million in 2014, our Incentive EBITDA has increased from $29.3 million in 2010 to $78.1 million in 2014, and we recorded a net loss of $52.8 million in 2010 as compared to net income of $60.7 million in 2014.

How We Assess the Performance of Our Business

In assessing the performance of our business, we consider a variety of performance and financial measures. These include Net Service Revenue, Incentive EBITDA, EBITDA, new corporate customer contracts and estimated annualized service revenue under these new contracts, relocation initiations, home sale closings, moving shipments, average revenue per shipment and average home sale price.

Net Service Revenue

In our Moving Services, Growth Markets and Australia segments, Net Service Revenue is a metric we use to assess the amount of revenue remaining after paying purchased transportation expense (“PTE”), which is the primary cost of providing household goods moving services. Net Service Revenue is defined as service revenue less PTE. In our Relocation Services segment there is no PTE, thus service revenue and Net Service Revenue are the same amount.

Incentive EBITDA and EBITDA

In evaluating our business, we consider and use Incentive EBITDA and EBITDA as supplemental measures of our operating performance. Incentive EBITDA is a key measure used by management to evaluate our operating and incentive performance and is defined as earnings (loss) from continuing operations before interest, taxes, depreciation and amortization (“EBITDA”), further adjusted to eliminate the effects of items that we do not consider indicative of our core operating performance. The exclusion of certain expenses in calculating Incentive EBITDA facilitates operating performance comparisons on a period-to-period basis. The table below presents a reconciliation of net income (loss) to Incentive EBITDA:


	Six Months Ended June 30,				Year Ended December 31,
	2015		2014		2014			2013			2012			2011			2010
	(in millions)
Net income (loss)	$	3.8	$	1.6	$	60.7		$	9.7		$	(1.4	)	$	(52.9	)	$	(52.8	)
Interest expense, net		13.3		14.1		27.9			26.2			25.1			32.2			49.9
Income tax expense (benefit)		4.0		0.4		(40.8	)		0.2			2.2			5.0			5.1
Depreciation and amortization		11.1		11.7		23.6			25.5			28.1			27.7			27.1

EBITDA		32.2		27.8		71.4			61.6			54.0			12.0			29.3

Debt extinguishment losses(a)		—		—		—			8.5			—			16.8			—
Income from discontinued operations, net of tax(b)		—		—		—			(5.9	)		—			—			—
IPO expenses(c)		—		—		6.7			—			—			—			—

Incentive EBITDA	$	32.2	$	27.8	$	78.1		$	64.2		$	54.0		$	28.8		$	29.3

(a)

(b)

(c)

New Corporate Customer Contracts

To measure the performance of our operating segments and our sales and marketing activities, we track the number of new contracts that we enter into with corporate customers during a period as well as the estimated annualized service revenue from such contracts. We estimate that the annual service revenue attributable to corporate contracts signed in 2011, 2012, 2013 and 2014 will be

approximately $51.0 million, $61.3 million, $85.9 million and $97.8 million, respectively, once these contracts are fully implemented, which is usually in the second or third year after we enter into the contract.

For each of our new corporate contracts, we estimate the amount of annual revenue that will be generated by these contracts. The estimate is based on information that we receive from the customer regarding its historical trends of relocation initiations and its relocation budgets. The amounts represent the estimated annual amount that will be generated by such contracts once they are fully implemented, which is usually in the second or third year after we enter into the contract. Our contracts generally do not provide for any minimum revenue thresholds or required usage levels and may be terminated at will by the customer prior to reaching the expected levels of revenue generation. Accordingly, the actual amount of revenue generated by these contracts may differ materially from such estimates.

Relocation Initiations

We generate a substantial portion of our service revenue by providing relocation services. We track relocation initiations, defined as new transfers by our corporate customers, as a key indicator of the volume of relocation services that we will provide in the current and future periods. The portion of these transfers that occur outside the United States and Canada are referred to as global initiations. A relocation initiation may also include a household move. If the household move is through our network, this may also result in a moving shipment and the revenue attributable to the household move will be recognized in our Moving Services segment.

Home Sale Closings

In the United States, a portion of our relocations include assistance to the relocating employees to sell and/or buy their home through a third-party real estate company. As a result of such transactions, we receive a fee from the real estate agent as well as from our corporate customer.

Moving Shipments

We track moving shipments, which are household goods moves by employees of our corporate customers, individual consumers and military and government personnel. We receive revenue on international moves, interstate moves and certain intrastate moves. The number of moving shipments in a period has a direct impact on our service revenue. We count a moving shipment for operational purposes when we load a move at the origin location, but defer revenue and expense recognition until it has been delivered or our services have been completed. We do not collect revenue in connection with certain local moves performed by our agent/franchise network.

Average Revenue per Moving Shipment

Average revenue per moving shipment reflects the size, weight, distance and breadth and depth of moving services provided. Average revenue per moving shipment is also impacted by customer mix, with moves for international relocating employees typically providing higher revenue due to the additional services involved (e.g. extra crating and customs services).

Average Home Sale Price

Our service revenue in Relocation Services is impacted by the average price of the homes that we sell in connection with our premium home sale product.

Factors Affecting Our Business

General Economic Conditions

Because a significant portion of our revenue is derived from our contracts with large multi-national corporations, our results of operations are affected by global economic conditions, particularly economic conditions in the United States, which impact these corporations. While we believe our diverse customer base limits our exposure to any particular industry or geography, global economic conditions may impact overall levels of corporate spending as well as average home sale prices, which can directly affect our results of operations. Favorable general economic conditions can also result in the deployment of personnel to take advantage of market opportunities. General economic conditions may also affect the U.S. federal government’s budget, which can impact expenditures, including expenditures on transfers of military and civilian personnel. From time to time, certain industries that employ workers with specific technical skills, such as information technology or oil and gas exploration, deploy workers to meet industry demands, which are impacted by general economic conditions.

Unemployment

Employment levels can also impact the number of relocation initiations and moving shipments, which can affect our results of operations. When the employment market is tight, with unemployment at low levels, corporations may expand the geographic scope of their recruitment efforts and may offer their employees an enhanced scope of relocation benefits, which could result in more initiations and higher average revenue per initiation. Relatively high levels of unemployment may result in fewer initiations.

Globalization

As corporations expand their global reach and enter new markets, they may choose to deploy existing personnel to new markets to ensure that the right talent is working on new projects, or in response to the lack of sufficient local talent in new markets. In addition, as new multi-national corporations in developing economies become more prominent global players, they may also seek to deploy talent to additional regions of the world. Any trends that impact globalization could impact demand for our relocation and moving services and our results of operations.

Outsourcing

Our results of operations are impacted by the rate that our existing and potential customers outsource their relocation and moving needs or elect to manage all or a portion of these services in house or as part of another function (such as travel or business expense reimbursement).

Seasonality

Our business segments are subject to seasonal fluctuations. Historically, operating results and revenue for our Relocation Services, Moving Services and Growth Markets have been the strongest in the second and third quarters of the calendar year, while Australia has been strongest in the first and fourth quarters, corresponding to the spring and summer months in each hemisphere. Significant portions of the expenses we incur, such as PTE and cost of homes sold, are directly related to the number of initiations and shipments that occur in a given period and therefore vary with revenue. However, certain of our other expenses, such as interest payments, facilities costs and certain personnel-related costs, are fixed and cannot be easily reduced during a seasonal slowdown. Consequently, our net income is generally higher in the second and third quarter of each year.

Currency Fluctuations

A portion of the assets, liabilities and commitments that are to be settled in cash and are denominated in foreign currencies for transaction purposes are sensitive to changes in currency exchange rates, which can impact our results of operations. We review and analyze our results of operations excluding the effect of foreign currency translation because we believe this better represents the underlying trends that impact our business. Unless otherwise indicated the effect of foreign currency translation on the period to period comparisons presented below is not material.

Components of Results of Operations

The following is a description of certain components of our results of operations and the factors that impact those components.

Service Revenue

Relocation Services (Homesale-Related). We provide home sale and home purchase assistance, for which we earn a service fee. The amount of fees is based upon several factors including, among others, the type of home sale assistance program (premium or standard), the value of the home, the volume of business and the mix of other services provided and fees charged by us. Client service fees under our premium home sale product are charged as a fixed percentage of the home sale price received by the employee. Costs associated with the service typically include, but are not limited to, real estate brokerage commissions, title insurance and property management. For this premium product, we collect a fee from our corporate customer for a percentage of the home sale price received by the employee and we pay for all the costs related to the sale of the home. Under our standard home sale product, we receive a flat service fee and we bill the customer for all costs associated with the sale of a home. For both the premium and standard home sale product, we recognize our service fees as revenue when we close on the purchase of the home from the relocating employee (a “closing”). In addition to the above, we receive referral fees from qualified real estate agents for the listing or home purchase referral of a transferred employee. We also provide additional services associated with real estate transactions. These services include mortgage assistance, title insurance and other products for which we earn revenue per transaction. In some cases, typically at a higher margin, we offer our corporate customers the option for SIRVA to offer a buyout of the relocating employee’s home if it does not sell in a specified amount of time. This offer is made by an appraisal independent of the initial listing price. This appraisal is typically performed an average of 89 days after listing, and therefore, is in almost all cases lower than the initial listing price. The relocating employee decides whether to take the buyout from us or a third-party offer. The percentage of relocating employees that use this buyout offer from SIRVA has been historically low as a result of the work SIRVA does with the employee and real estate agent during the relocation process to ensure the employee receives a market value price for their home through normal course third-party sales.

Relocation Services (Non-Homesale-Related). We also receive fees for a number of relocation services that we either manage or directly provide in connection with each initiation. We manage the provision of a large variety of services through our network of third-party providers and earn a management fee. These management fees are typically billed as a corporate fee for each relocation or moving service or for a bundle of services. We may also earn referral fees from the third-party providers. For services we provide directly, we earn a service fee. These services include expense management, corporate housing, destination services, and visa and immigration.

Household Goods Moving Services. We earn our moving revenue based on the size and weight of the shipment, the distance transported and the complexity of a moving assignment. The complexity of a move is impacted by the number of additional origin and destination services requested or

required based on the customer’s needs or the physical characteristic of the origin or destination locations. These additional services include packing and unpacking, crating, appliance, home theater and backyard play set disconnect/reconnect, piano handling, extra labor and storage. In addition, we earn revenue when an individual relocating employee elects incremental protection for the transported goods which we refer to as “valuation” that provides for a higher protection amount to be assigned to the customer’s household goods being transported. Service revenue also includes fuel and insurance surcharges based on industry tariff guidelines.

Service revenue for the six months ended June 30, 2015 and 2014 and for the years ended December 31, 2014, 2013 and 2012 by major service type was as follows:


	Six Months Ended June 30,				Year Ended December 31,
	2015		2014		2014		2013		2012
	(in millions)
Household goods moving services	$	559.9	$	567.1	$	1,270.3	$	1,284.5	$	1,281.5
Relocation services		104.2		90.4		194.1		167.5		157.4

Total service revenue	$	664.1	$	657.5	$	1,464.4	$	1,452.0	$	1,438.9

Direct Expenses

Purchased transportation expense. The cost of services provided by our network agents and other suppliers when providing transportation and moving services is PTE. For domestic shipments, PTE includes costs for packing, loading, transportation, unloading, unpacking, origin and destination services and fuel and insurance surcharges. For international shipments, PTE also includes costs for customs clearance and security and port charges.

Other direct expense. Other direct expense is comprised of costs to assist relocating employees with their relocation. In our premium home sale product, these costs include real estate broker commissions, closing activities and property management responsibilities, the difference between the cost of homes purchased and the proceeds from homes sold, as well as salaries and benefits of relocation counselors and other customer-facing functions. In our standard home sale product, only salaries and benefits of relocation counselors and other customer-facing functions are direct costs to us. Other direct expense also includes costs associated with household goods related damage and loss and delay claims related to operations in our Moving Services, Growth Markets and Australia segments. For a limited portion of our business, primarily in the Australia segment, we have direct expenses for employees (drivers, packers, warehouse personnel, etc.), warehouse facilities, transportation and warehouse equipment costs, including equipment depreciation, and other cost of sales. These direct expenses are not categorized as PTE because they are incurred directly by us and not our network agents.

Gross Profit and Gross Margin

Gross profit is equal to service revenue minus total direct expenses. Gross margin is equal to gross profit divided by service revenue. Gross profit and gross margin have been and will continue to be affected by a variety of factors, including the mix of revenue attributable to each of our segments and the mix of products offered within those segments.

Operating Expenses

Selling, general and administrative expense. Selling, general and administrative expenses include salaries and benefits, employee incentives, professional fees, including legal and accounting

fees, legal reserves and legal settlement costs, technology costs, travel and administration costs, depreciation expense, office facility rents and operating costs, communications costs, and other expenses related to each of our operating centers and our corporate headquarters, as well as share-based compensation. Selling expenses include sales and marketing staff wages, commissions and benefits, as well as advertising and other sales and marketing costs.

While selling expenses may vary in proportion with service revenue, general and administrative expenses do not generally vary in proportion with service revenue. As a result, selling, general and administrative expenses as a percentage of service revenue may be higher in lower volume quarters and lower in higher volume quarters. Selling, general and administrative expense as a percentage of service revenue is typically highest in the first and fourth quarter. This category also includes payroll and benefits related to personnel at our Moving operations center. These costs can vary in higher volume quarters as temporary staffing is used to provide additional resources.

Following the completion of this offering, we will incur additional legal, accounting and other expenses that we did not incur as a private company, including costs associated with public company reporting and corporate governance requirements. These requirements include compliance with the Sarbanes-Oxley Act as well as other rules implemented by the SEC and applicable stock exchange rules. We expect these rules and regulations to substantially increase our legal and financial compliance costs and to make certain financial reporting and other activities more time-consuming and costly.

Intangibles amortization. Intangibles amortization consists of the amortization of our trade names and customer relationships.

Restructuring, impairment and IPO expense. Restructuring, impairment and IPO expense consists primarily of costs associated with severance, employee benefits, lease exit costs and accounting, legal and other professional fees associated with our cancelled initial public offering in 2014.

Interest Expense, Net

Interest expense, net consists primarily of interest on borrowings under our Term Loan and ABL Revolver, less interest income earned on our cash and cash equivalents. Interest expense, net also includes interest due on our second lien debt. The majority of this second lien debt was cancelled in 2011 in exchange for the issuance of our Series A Preferred Stock, and all remaining amounts were fully repaid during the year ended December 31, 2013.

Debt Extinguishment (Gain) Loss, Net

Debt extinguishment loss consists primarily of charges incurred in connection with our 2011 and 2013 debt refinancings. Debt extinguishment gains were related to the settlement of a note payable and the partial forgiveness of a state incentive loan.

Other Expense, Net

Other expense, net includes items such as gains or losses due to foreign exchange and other miscellaneous items.

Income Tax Expense

We are subject to income taxes in both the U.S. and numerous foreign jurisdictions in which we operate. Our historical effective tax rate differs from the applicable statutory tax rate primarily due to a

full valuation allowance against the U.S. and certain foreign subsidiaries’ net deferred tax assets, the relative amount of income or loss earned in the various jurisdictions and changes in uncertain tax position liabilities and related interest and penalties. Substantially all of the U.S. valuation allowance for the net deferred tax assets which had been recorded at December 31, 2013 was reversed as of December 31, 2014. Due to no longer providing for a valuation allowance and the relative amount of income or loss earned in the various jurisdictions, we expect our effective tax rate to increase from approximately 4% in 2013 to an estimated 34% by 2016.

Results of Operations

The following tables set forth our consolidated statements of operations in dollars and as a percentage of service revenue for the periods presented.


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013		2012
	(in millions)
Service revenue	$	664.1		$	657.5		$	1,464.4		$	1,452.0	$	1,438.9
Direct expenses
Purchased transportation expense		428.0			433.6			979.3			992.1		994.6
Other direct expense		121.3			115.5			241.7			229.9		222.8

Total direct expenses		549.3			549.1			1,221.0			1,222.0		1,217.4

Gross profit		114.8			108.4			243.4			230.0		221.5
Operating expenses
Selling, general and administrative expense		91.7			89.1			179.8			180.8		184.0
Intangibles amortization		2.4			2.9			6.0			7.3		9.3
Restructuring, impairment and IPO expense		0.1			0.6			10.0			2.3		2.3

Operating income from continuing operations		20.6			15.8			47.6			39.6		25.9
Interest expense, net		13.3			14.1			27.9			26.2		25.1
Debt extinguishment (gain) loss, net		(0.5	)		(0.5	)		(0.5	)		8.0		(0.3	)
Other expense, net		—			0.3			0.3			0.5		—
Income tax expense (benefit)		4.0			0.4			(40.8	)		0.2		2.2

Income (loss) from continuing operations		3.8			1.5			60.7			4.7		(1.1	)
Income (loss) from discontinued operations, net		—			0.1			—			5.0		(0.3	)

Net income (loss)	$	3.8		$	1.6		$	60.7		$	9.7	$	(1.4	)


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(as a percentage of service revenue)
Service revenue		100.0	%		100.0	%		100.0	%		100.0	%		100.0	%
Direct expenses
Purchased transportation expense		64.4	%		65.9	%		66.9	%		68.4	%		69.1	%
Other direct expense		18.3	%		17.6	%		16.5	%		15.8	%		15.5	%

Total direct expenses		82.7	%		83.5	%		83.4	%		84.2	%		84.6	%

Gross profit		17.3	%		16.5	%		16.6	%		15.8	%		15.4	%
Operating expenses
Selling, general and administrative expense		13.8	%		13.6	%		12.3	%		12.4	%		12.8	%
Intangibles amortization		0.4	%		0.4	%		0.4	%		0.5	%		0.6	%
Restructuring, impairment and IPO expense		0.0	%		0.1	%		0.7	%		0.2	%		0.2	%

Operating income from continuing operations		3.1	%		2.4	%		3.2	%		2.7	%		1.8	%
Interest expense, net		2.0	%		2.2	%		1.9	%		1.8	%		1.7	%
Debt extinguishment (gain) loss, net		(0.1	)%		(0.1	)%		0.0	%		0.6	%		0.0	%
Other expense, net		0.0	%		0.0	%		0.0	%		0.0	%		0.0	%
Income tax expense (benefit)		0.6	%		0.1	%		(2.8	)%		0.0	%		0.2	%

Income (loss) from continuing operations		0.6	%		0.2	%		4.1	%		0.3	%		(0.1	)%
Income (loss) from discontinued operations, net		0.0	%		0.0	%		0.0	%		0.4	%		(0.0	)%

Net income (loss)		0.6	%		0.2	%		4.1	%		0.7	%		(0.1	)%

The following table sets forth certain supplemental measures of our operating performance. Net Service Revenue and Incentive EBITDA are non-GAAP financial measures and a reconciliation of each item to their nearest GAAP equivalent appears in “Summary—Summary Historical Financial and Other Data.”


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Net Service Revenue	$	236.1		$	223.9		$	485.1		$	459.9		$	444.3
Incentive EBITDA		32.2			27.8			78.1			64.2			54.0
Incentive EBITDA as a percentage of Net Service Revenue		13.6	%		12.4	%		16.1	%		14.0	%		12.2	%

For the Six Months Ended June 30, 2015 and June 30, 2014

Service revenue was $664.1 million in 2015, a $6.6 million, or 1.0%, increase from $657.5 million in 2014. Excluding the unfavorable impact of changes in exchange rates of $15.1 million, service revenue increased $21.7 million, or 3.3%, with increases in Relocation Services of $15.1 million, Moving Services of $7.1 million and Growth Markets of $3.8 million, which were partially offset by a decrease in Australia of $4.3 million.

Total direct expenses were $549.3 million in 2015, a $0.2 million increase from $549.1 million in 2014. Excluding the favorable effect of changes in exchange rates of $11.5 million, total direct expenses increased by $11.7 million, or 2.1%. PTE was $428.0 million in 2015, a $5.6 million, or 1.3%, decrease from $433.6 million in 2014. Changes in exchange rates had a $7.0 million favorable impact on PTE. The change in PTE was driven by volume increases, which had a $4.7 million negative impact, partially offset by PTE as a percentage of service revenue which had a $3.3 million positive

impact. Other direct expense was $121.3 million in 2015, a $5.8 million, or 5.0%, increase from $115.5 million in 2014. Changes in exchange rates had a $4.5 million favorable impact on other direct expense. The change in other direct expense was driven by volume increases which had a $9.4 million negative impact and higher other direct expense as a percentage of service revenue, resulting in a $0.9 million negative impact.

Gross profit was $114.8 million in 2015, a $6.4 million, or 5.9%, increase compared to $108.4 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $3.6 million, gross profit increased by $10.0 million, or 9.2%. The increase in gross profit was driven by higher revenue across all of our operating segments except Australia and by a higher gross margin which was 17.3% in 2015, a 0.8 percentage point increase compared to 16.5% in 2014.

Operating expenses were $94.2 million in 2015, a $1.6 million, or 1.7%, increase compared to $92.6 million in 2014. Excluding the favorable effect of changes in exchange rates of $3.6 million, operating expenses increased by $5.2 million, or 5.6%. This increase was primarily driven by higher professional fees (audit, outsourcing, consulting and rating agency fees) of $3.4 million, other expenses of $1.0 million and salaries and benefits of $0.7 million.

Operating income from continuing operations was $20.6 million in 2015, a $4.8 million, or 30.4%, increase from $15.8 million in 2014. The improvement reflected higher gross profit, partially offset by higher operating expenses.

Interest expense was $13.3 million in 2015, a $0.8 million, or 5.7%, decrease compared to $14.1 million in 2014. Included in expense in 2014 was a $0.6 million correction related to prior periods.

Debt extinguishment gain, net was $0.5 million in 2015 and 2014. The debt extinguishment gains were due to the forgiveness of a portion of a note payable.

Income tax expense was $4.0 million in 2015, based on a pre-tax income from continuing operations of $7.8 million, resulting in an effective tax rate of 51.3%. Income tax expense was $0.4 million in 2014, based on a pre-tax income from continuing operations of $1.9 million, resulting in an effective tax rate of 21.1%. The effective tax rates differ from the applicable statutory tax rates primarily due to valuation allowances and adjustments against certain foreign subsidiaries’ net deferred tax assets and the relative amount of income or loss earned in the various jurisdictions.

Income from continuing operations was $3.8 million in 2015, a $2.3 million improvement from $1.5 million in 2014.

Net Service Revenue was $236.1 million in 2015, a $12.2 million, or 5.4%, increase from $223.9 million in 2014. Excluding the unfavorable impact of changes in exchange rates of $8.1 million, Net Service Revenue increased $20.3 million, or 9.1%. The increase in Net Service Revenue was due to the improvement in service revenue of $21.7 million, partially offset by an increase in purchased transportation expense of $1.4 million, excluding the impact of exchange rates.

Incentive EBITDA was $32.2 million in 2015, a $4.4 million, or 15.8%, increase from $27.8 million in 2014. Excluding the unfavorable impact of changes in exchange rates of $0.3 million, Incentive EBITDA increased $4.7 million, or 16.9%. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $4.8 million and higher non-operating income of $0.1 million, partially offset by lower depreciation and amortization of $0.2 million. Incentive EBITDA as a percentage of Net Service Revenue was 13.6% in 2015, a 1.2 percentage point increase from 12.4% in 2014.

For the Years Ended December 31, 2014 and December 31, 2013

Service revenue was $1,464.4 million in 2014, a $12.4 million, or 0.9%, increase from $1,452.0 million in 2013. Excluding the unfavorable impact of changes in exchange rates of $13.6 million, service revenue increased $26.0 million, or 1.8%, with increases in Relocation Services of $19.6 million, Growth Markets of $14.6 million and Moving Services of $2.5 million, partially offset by a decrease in Australia of $10.7 million.

Total direct expenses were $1,221.0 million in 2014, a $1.0 million, or 0.1%, decrease from $1,222.0 million in 2013. Excluding the favorable effect of changes in exchange rates of $10.5 million, total direct expenses increased $9.5 million, or 0.8%. PTE was $979.3 million in 2014, a $12.8 million, or 1.3%, decrease from $992.1 million in 2013. Excluding the favorable impact of changes in exchange rates of $8.6 million, PTE decreased $4.2 million, or 0.4%. The change in PTE was driven by an improvement in PTE as a percentage of service revenue which had a $4.3 million positive impact, partially offset by volume increases which had a $0.1 million negative impact. Other direct expense was $241.7 million in 2014, an $11.8 million, or 5.1%, increase from $229.9 million in 2013. Changes in exchange rates had a $1.9 million favorable impact on other direct expense. The change in other direct expense was driven by volume increases, which had a $14.3 million negative impact, partially offset by a reduction in other direct expense as a percentage of service revenue which had a $0.6 million positive impact.

Gross profit was $243.4 million in 2014, a $13.4 million, or 5.8%, increase compared to $230.0 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $3.1 million, gross profit increased $16.5 million, or 7.2%. The increase in gross profit was driven by higher revenue which had an $11.5 million positive impact, as well as higher gross margin which was 16.6% in 2014, a 0.8 percentage point increase compared to 15.8% in 2013, resulting in a $5.0 million positive impact.

Operating expenses were $195.8 million in 2014, a $5.4 million, or 2.8%, increase compared to $190.4 million in 2013. Excluding the favorable effect of changes in exchange rates of $2.4 million, operating expenses increased $7.8 million, or 4.1%. The increase was primarily driven by IPO costs of $6.7 million and higher accounts receivable securitization costs of $1.0 million to support our Relocation Services segment growth.

Operating income from continuing operations was $47.6 million in 2014, an $8.0 million, or 20.2%, increase from $39.6 million in 2013. Changes in exchange rates had a $0.7 million negative impact. The improvement reflected higher gross profits of $16.5 million, partially offset by higher operating expenses of $7.8 million.

Interest expense was $27.9 million in 2014, a $1.7 million, or 6.5%, increase compared to $26.2 million in 2013. Included in expense in 2014 was a $0.6 million correction related to prior periods.

Debt extinguishment gain, net was $0.5 million in 2014 compared to a loss of $8.0 million in 2013. The debt extinguishment gain in 2014 was due to the forgiveness of a portion of a note payable. The debt extinguishment loss in 2013 included an $8.5 million loss related to our debt refinancing, partially offset by a gain of $0.5 million from the forgiveness of a portion of a note payable.

Income tax benefit was $40.8 million in 2014, based on a pre-tax income from continuing operations of $19.9 million. The tax benefit in 2014 included a reversal of $47.4 million of deferred tax valuation allowances based on our determination that sufficient positive evidence exists to conclude that it is more likely than not that most of the net U.S. deferred tax assets are realizable. Income tax expense was $0.2 million in 2013, based on a pre-tax income from continuing operations of

$4.9 million, resulting in an effective tax rate of 4.1%. The effective income tax rates differ from the U.S. statutory tax rate primarily due to a full valuation allowance against the U.S. and certain foreign subsidiaries’ net deferred tax assets, and the relative amount of income or loss earned in the various jurisdictions.

Income from continuing operations was $60.7 million in 2014, a $56.0 million improvement compared to income from continuing operations of $4.7 million in 2013.

Net Service Revenue was $485.1 million in 2014, a $25.2 million, or 5.5%, increase from $459.9 million in 2013. Excluding the unfavorable impact of changes in exchange rates of $5.0 million, Net Service Revenue increased $30.2 million, or 6.6%. The increase in Net Service Revenue was due to an improvement in service revenue of $26.0 million and a decrease in purchased transportation expense of $4.2 million.

Incentive EBITDA was $78.1 million in 2014, a $13.9 million, or 21.7%, increase from $64.2 million in 2013. Excluding the unfavorable impact of changes in exchange rates of $1.0 million, Incentive EBITDA increased $14.9 million, or 23.2%. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $8.7 million, higher adjustments of $6.7 million related to IPO expenses and higher non-operating income of $1.1 million, partially offset by lower depreciation and amortization of $1.6 million. Incentive EBITDA as a percentage of Net Service Revenue was 16.1% in 2014, a 2.1 percentage point increase from 14.0% in 2013.

For the Years Ended December 31, 2013 and December 31, 2012

Service revenue was $1,452.0 million in 2013, a $13.1 million, or 0.9%, increase from $1,438.9 million in 2012. Excluding the unfavorable impact of changes in exchange rates of $12.5 million, service revenue increased $25.6 million, or 1.8%, with increases in our Relocation Services segment of $9.8 million, Moving Services segment of $9.5 million, and Growth Markets segment of $9.8 million, which were partially offset by a decrease in Australia of $3.5 million due to reduced volume from large customers in the mining sector.

Total direct expenses were $1,222.0 million in 2013, a $4.6 million, or 0.4%, increase from $1,217.4 million in 2012. Excluding the favorable effect of changes in exchange rates of $9.6 million, total direct expenses increased $14.2 million, or 1.2%. PTE was $992.1 million in 2013, a $2.5 million, or 0.3%, decrease from $994.6 million in 2012. Changes in exchange rates had a $5.5 million favorable impact on PTE. The change in PTE was driven by volume increases which had a $12.0 million negative impact, partially offset by PTE as a percentage of service revenue decreasing from 76.2% in 2012 to 75.5% in 2013, resulting in a $9.0 million positive impact. Other direct expense was $229.9 million in 2013, a $7.1 million, or 3.2%, increase from $222.8 million in 2012. Changes in exchange rates had a $4.1 million favorable impact. The change in other direct expense was driven by higher other direct expense as a percentage of service revenue resulting in a $7.2 million negative impact and by volume increases which had a $4.0 million negative impact.

Gross profit was $230.0 million in 2013, an $8.5 million, or 3.8%, increase compared to $221.5 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $3.0 million, gross profit increased by $11.5 million, or 5.2%. The increase in gross profit was driven by higher gross profit in all of our operating segments except Australia. Gross margin was 15.8% in 2013, a 0.4 percentage point increase compared to 15.4% for 2012.

Operating expenses were $190.4 million in 2013, a $5.2 million, or 2.7%, decrease compared to $195.6 million in 2012. Excluding the favorable effect of changes in exchange rates of $2.6 million, operating expenses decreased by $2.6 million, or 1.3%. This decrease was primarily driven by a

$2.0 million decrease in professional fees, a $1.9 million decrease in intangibles amortization expense and a $1.5 million decrease in advertising costs. These decreases were partially offset by a $0.9 million increase in rent expense, a benefit of $0.7 million resulting from adjustments to certain accrued liabilities in 2012, a $0.7 million increase in stock compensation expense and a $0.5 million increase in various other expenses. We recorded $2.3 million of restructuring expenses related to cost savings initiatives which were predominantly related to reductions in headcount in both 2013 and 2012.

Operating income from continuing operations was $39.6 million in 2013, a $13.7 million, or 52.9%, increase from $25.9 million in 2012. The improvement reflected higher gross profit and lower operating expenses.

Interest expense was $26.2 million in 2013, a $1.1 million, or 4.4%, increase compared to $25.1 million in 2012. The increase reflected our higher average debt resulting from our 2013 debt refinancing which was partially offset by lower interest rates as a result of our 2013 debt refinancing.

Debt extinguishment loss, net was $8.0 million in 2013 compared to a gain of $0.3 million in 2012. The debt extinguishment loss of $8.0 million in 2013 was primarily attributable to our 2013 debt refinancing.

Income tax expense was $0.2 million in 2013, based on a pre-tax income from continuing operations of $4.9 million, resulting in an effective tax rate of 4.1%. Income tax expense was $2.2 million in 2012 based on a pre-tax income from continuing operations of $1.1 million resulting in an effective tax rate of 200.0%. Our effective tax rate differs from the U.S. statutory tax rate primarily due to a full valuation allowance against the U.S. and certain foreign subsidiaries’ net deferred tax assets, recognizing tax benefits of $2.5 million and $1.7 million in 2013 and 2012 from adjustments to uncertain tax positions, and the relative amount of income or loss earned in the various jurisdictions.

Income from continuing operations was $4.7 million in 2013, a $5.8 million increase from a loss from continuing operations of $1.1 million in 2012.

Net Service Revenue was $459.9 million in 2013, a $15.6 million, or 3.5%, increase from $444.3 million in 2012. Excluding the unfavorable impact of changes in exchange rates of $7.0 million, Net Service Revenue increased $22.6 million, or 5.1%. The increase in Net Service Revenue was due to the improvement in service revenue of $25.6 million, excluding the impact of exchange rates, partially offset by an increase in PTE of $3.0 million.

Incentive EBITDA was $64.2 million in 2013, a $10.2 million, or 18.9%, increase from $54.0 million in 2012. Excluding the unfavorable impact of changes in exchange rates of $0.6 million, Incentive EBITDA increased $10.8 million, or 20.0%. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $13.7 million, partially offset by lower depreciation and amortization of $2.3 million and lower non-operating income of $0.6 million. Incentive EBITDA as a percentage of Net Service Revenue was 14.0% in 2013, a 1.8 percentage point increase from 12.2% in 2012.

Segment Reporting

We have four operating segments, (i) Relocation Services, (ii) Moving Services, (iii) Growth Markets and (iv) Australia. We evaluate segment performance based upon segment service revenue, segment income from operations, segment Net Service Revenue and segment Incentive EBITDA. The following table sets forth these metrics for each of our segments for the periods presented.


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Service Revenue
Relocation Services	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1
Moving Services		473.7			469.6			1,071.5			1,072.3			1,064.8
Growth Markets		40.1			38.4			85.5			71.5			62.5
Australia		61.6			75.8			145.0			165.3			178.5

Total	$	664.1		$	657.5		$	1,464.4		$	1,452.0		$	1,438.9

Net Service Revenue(a)
Relocation Services	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1
Moving Services		77.3			74.1			166.4			160.1			155.5
Growth Markets		34.9			32.2			70.8			59.7			51.5
Australia		35.2			43.9			85.5			97.2			104.2

Total	$	236.1		$	223.9		$	485.1		$	459.9		$	444.3

Operating Income (Loss) from Continuing Operations
Relocation Services	$	16.3		$	13.1		$	31.6		$	25.5		$	17.9
Moving Services		8.2			5.7			27.7			24.2			17.1
Growth Markets		3.7			2.9			9.3			4.6			1.3
Australia		1.4			0.3			1.5			2.7			1.5
Corporate		(9.0	)		(6.2	)		(22.5	)		(17.4	)		(11.9	)

Total	$	20.6		$	15.8		$	47.6		$	39.6		$	25.9

Incentive EBITDA
Relocation Services	$	18.2		$	15.1		$	35.6		$	29.3		$	22.0
Moving Services		15.9			12.8			43.1			39.3			34.1
Growth Markets		3.8			3.3			10.4			5.6			2.7
Australia		2.1			1.7			4.2			6.1			6.4
Corporate		(7.8	)		(5.1	)		(15.2	)		(16.1	)		(11.2	)

Total	$	32.2		$	27.8		$	78.1		$	64.2		$	54.0

(a)	The following table reconciles service revenue to Net Service Revenue for each of our operating segments:


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Relocation Services
Service revenue	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1
Purchased transportation expense		—			—			—			—			—

Net Service Revenue	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1

Moving Services
Service revenue	$	473.7		$	469.6		$	1,071.5		$	1,072.3		$	1,064.8
Purchased transportation expense		(396.4	)		(395.5	)		(905.1	)		(912.2	)		(909.3	)

Net Service Revenue	$	77.3		$	74.1		$	166.4		$	160.1		$	155.5

Growth Markets
Service revenue	$	40.1		$	38.4		$	85.5		$	71.5		$	62.5
Purchased transportation expense		(5.2	)		(6.2	)		(14.7	)		(11.8	)		(11.0	)

Net Service Revenue	$	34.9		$	32.2		$	70.8		$	59.7		$	51.5

Australia
Service revenue	$	61.6		$	75.8		$	145.0		$	165.3		$	178.5
Purchased transportation expense		(26.4	)		(31.9	)		(59.5	)		(68.1	)		(74.3	)

Net Service Revenue	$	35.2		$	43.9		$	85.5		$	97.2		$	104.2

Relocation Services

In our Relocation Services segment, we provide a broad range of relocation services to assist our customers that have contracts signed in the United States and Canada at each stage of an international or domestic relocation, including policy consultation, temporary living services, move management services, global assignment management, global compensation services, immigration and visa assistance services, orientation, settling and destination services and property management-related services including home selling and home finding or rental assistance, closing and title insurance services and mortgage origination and assistance. Additionally, we assist the human resource departments of our corporate customers in administering their relocation programs with compliance reporting, expense tracking, cost analysis and projection, vendor management, satisfaction surveys and management reporting services. We also provide consulting services to the human resources departments that include relocation policy and program development, benchmarking and educational seminars. Our consulting, relocation policy services and program development, vendor management, satisfaction surveys, and education seminars are performed by our employees. Many of the destination services including visa and immigration, rental assistance, settling-in services, and cross-cultural training are performed by our network of third-party providers.

Moving Services

In our Moving Services segment, we provide international, interstate and some intrastate household goods moving services to our customers in the United States and Canada through our agent network (Allied and northAmerican), and through our agent/franchise network and third-party providers internationally. We act as a network manager for our agent/franchise network, providing, among other things, brand management, contract negotiations, expense distribution, network

optimization, dispatching for the network, billing, collection and claims handling. We operate an asset-light model, which has many of the characteristics of a franchise model, in which we sign exclusive long-term contracts with local agents that operate under our brands, perform the capital and labor-intensive moving services, and own the trucks and other assets required to perform physical moving.

Growth Markets

In our Growth Markets business segment, we provide our full range of relocation and moving services in Europe, Asia, the Middle East and Latin America. In these markets, we provide a similar range of services that we offer through our Relocation Services and Moving Services segments through a combination of company-owned and agent/franchise networks.

Australia

In our Australia business segment, we provide a similar range of services that we offer through our Relocation Services and Moving Services segments through a combination of company-operated and franchise networks. We provide household goods moves on behalf of corporate customers through company-owned branches or those owned by our franchises rather than through an agent/franchise network as there are only a limited number of moving companies in this region.

Corporate

Costs associated with corporate governance activities that are not allocated to the four operating segments are reflected in Corporate. The Corporate function also provides a number of shared operational, IT and administrative services to each segment so that they do not have to replicate these services and incur duplicative costs. These shared costs are allocated to the operating segments based primarily on specific identification, projected revenue, headcount and estimated use of time. Interest expense and other non-operating items are not allocated or reviewed on a segment basis.

In order to service global customers, relocation and moving services are often provided by one segment on behalf of a customer invoiced by another segment. In those instances, the segment providing the service invoices their charges to the segment invoicing the customer in order to provide meaningful financial performance analysis at a segment level. Revenue and expense associated with these intercompany transactions are eliminated for both segment and consolidated reporting.

Segment Results of Operations

Relocation Services


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Service revenue	$	88.7		$	73.7		$	162.4		$	142.9		$	133.1
Total direct expenses		52.8			42.6			94.2			83.8			78.6

Gross profit		35.9			31.1			68.2			59.1			54.5
Gross margin		40.5	%		42.2	%		42.0	%		41.4	%		40.9	%
Income from continuing operations		16.3			13.1			31.6			25.5			17.9
Net Service Revenue		88.7			73.7			162.4			142.9			133.1
Incentive EBITDA		18.2			15.1			35.6			29.3			22.0
Incentive EBITDA as a percentage of Net Service Revenue		20.5	%		20.5	%		21.9	%		20.5	%		16.5	%
Initiations		21,285			18,572			35,381			26,303			23,329
Home Sale Closings		2,072			1,778			3,915			3,648			3,617
Average Home Sale Price	$	423,666		$	373,417		$	377,307		$	353,444		$	345,457

For the Six Months Ended June 30, 2015 and June 30, 2014

Service revenue was $88.7 million in 2015, a $15.0 million, or 20.4%, increase from $73.7 million in 2014. The increase in service revenue was related to a $13.3 million increase in homesale-related revenue primarily due to a 21.9% increase in premium homesale initiations and higher non-homesale-related revenue of $1.7 million.

Total direct expenses were $52.8 million in 2015, a $10.2 million, or 23.9%, increase from $42.6 million in 2014. The increase in total direct expenses was driven by volume increases which had an $8.8 million negative impact, and higher direct expenses as a percentage of service revenue resulting in a $1.4 million negative impact. The higher direct expenses as a percentage of service revenue was primarily related to new client implementation costs which were incurred in advance of revenue recognition and by the mix of products with premium homesale initiations, which have higher than average direct expense, being a larger percentage of the product mix.

Gross profit was $35.9 million in 2015, a $4.8 million, or 15.4%, increase from $31.1 million in 2014. Gross margin was 40.5% in 2015, a 1.7 percentage point decrease from 42.2% in 2014. The increase in gross profit was driven by an increase in referral fees, global assignment management fees and premium homesale fees, partially offset by a decrease in corporate housing fees and other non-homesale revenue.

Operating expenses were $19.6 million in 2015, a $1.6 million, or 8.9%, increase from $18.0 million in 2014. The increase was primarily driven by higher accounts receivable securitization expense of $0.4 million, higher salaries and benefits of $0.6 million, higher bad debt provisions of $0.3 million and higher professional fees of $0.3 million.

Operating income from continuing operations was $16.3 million in 2015, a $3.2 million, or 24.4%, increase from $13.1 million in 2014. The increase reflected higher gross profit driven by volume gains, partially offset by higher operating expenses.

Incentive EBITDA was $18.2 million in 2015, a $3.1 million, or 20.5%, increase from $15.1 million in 2014. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $3.3 million, partially offset by lower non-operating income of $0.2 million. Incentive EBITDA as a percentage of Net Service Revenue was 20.5% in 2015 and 2014.

For the Years Ended December 31, 2014 and December 31, 2013

Service revenue was $162.4 million in 2014, a $19.5 million, or 13.6%, increase from $142.9 million in 2013. The increase in service revenue was primarily related to a $10.9 million increase in non-homesale-related revenue primarily due to a 51.0% increase in global initiations as well as a 23.4% increase in non-homesale referral fees. In addition, homesale-related revenue increased $8.6 million due to a 17.5% increase in homesale-related referral fees and a 6.0% increase in premium home sale revenue.

Total direct expenses were $94.2 million in 2014, a $10.4 million, or 12.4%, increase from $83.8 million in 2013. The increase in total direct expenses was driven by volume increases which had an $11.5 million negative impact, partially offset by lower direct expenses as a percentage of service revenue resulting in a $1.1 million positive impact. The lower direct expenses as a percentage of service revenue was primarily related to the mix of products with global initiations, which have lower than average direct expense, being a larger percentage of the product mix.

Gross profit was $68.2 million in 2014, a $9.1 million, or 15.4%, increase from $59.1 million in 2013. Gross margin was 42.0% in 2014, a 0.6 percentage point increase from 41.4% in 2013. The increase in gross profit was driven by increases in referral fees, global initiations, mortgage services and corporate housing and property management services.

Operating expenses were $36.6 million in 2014, a $3.0 million, or 8.9%, increase from $33.6 million in 2013. The increase was primarily driven by higher accounts receivable securitization expense of $1.0 million, promotional event and client-related travel costs of $0.5 million, legal costs of $0.4 million and depreciation expense, bad debt and professional fees of $0.3 million each.

Operating income from continuing operations was $31.6 million in 2014, a $6.1 million, or 23.9%, increase from $25.5 million in 2013. The increase reflected higher gross profit driven by volume gains, partially offset by higher operating expenses.

Incentive EBITDA was $35.6 million in 2014, a $6.3 million, or 21.5%, increase from $29.3 million in 2013. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $6.1 million and higher depreciation and amortization of $0.2 million. Incentive EBITDA as a percentage of Net Service Revenue was 21.9% in 2014, a 1.4 percentage point increase from 20.5% in 2013.

For the Years Ended December 31, 2013 and December 31, 2012

Service revenue was $142.9 million in 2013, a $9.8 million, or 7.4%, increase from $133.1 million in 2012. The increase in service revenue was due to higher homesale-related revenue of $9.3 million, primarily due to a 6.0% increase in premium home sale closings and an increase in average home sale price and higher non-homesale-related revenue of $0.5 million primarily due to an increase in global initiations.

Total direct expenses were $83.8 million in 2013, a $5.2 million, or 6.6%, increase from $78.6 million in 2012. The increase in direct expenses was driven by volume increases which had a $5.6 million negative impact and higher losses on home sales of $0.2 million, partially offset by lower direct

expenses as a percentage of service revenue resulting in a $0.6 million positive impact. The lower expenses as a percentage of service revenue was primarily related to cost savings initiatives.

Gross profit was $59.1 million in 2013, a $4.6 million, or 8.5%, increase from $54.5 million in 2012. Gross margin was 41.4% in 2013, a 0.5 percentage point increase from 40.9% in 2012. The improvement in gross profit was driven by an increase in referral fees, mortgage origination volume, premium home sale closing volume and average home sales price.

Operating expenses were $33.6 million in 2013, a $3.0 million, or 8.2%, decrease from $36.6 million in 2012. The decline was primarily driven by lower salaries due to a reduction in personnel as a result of our restructuring initiatives and lower professional fees.

Operating income was $25.5 million in 2013, a $7.6 million, or 42.0%, increase from $17.9 million in 2012. The increase primarily reflected higher gross profit and lower operating expenses as discussed further above.

Incentive EBITDA was $29.3 million in 2013, a $7.3 million, or 33.2%, increase from $22.0 million in 2012. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $7.6 million, partially offset by lower non-operating income of $0.2 million and lower depreciation and amortization of $0.1 million. Incentive EBITDA as a percentage of Net Service Revenue was 20.5% in 2013, a 4.0 percentage point increase from 16.5% in 2012.

Moving Services


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Service revenue	$	473.7		$	469.6		$	1,071.5		$	1,072.3		$	1,064.8
Direct expenses
Purchased transportation expense		396.4			395.5			905.1			912.2			909.3
Other direct expense		30.0			29.3			60.6			57.5			56.3

Total direct expenses		426.4			424.8			965.7			969.7			965.6

Gross profit		47.3			44.8			105.8			102.6			99.2
Gross margin		10.0	%		9.5	%		9.9	%		9.6	%		9.3	%
Income from continuing operations		8.2			5.7			27.7			24.2			17.1
Net Service Revenue		77.3			74.1			166.4			160.1			155.5
Incentive EBITDA		15.9			12.8			43.1			39.3			34.1
Incentive EBITDA as a percentage of Net Service Revenue		20.6	%		17.3	%		25.9	%		24.5	%		21.9	%
Shipments		78,856			79,099			168,969			166,625			167,390
Average Revenue Per Shipment	$	6,007		$	5,937		$	6,341		$	6,435		$	6,361

For the Six Months Ended June 30, 2015 and June 30, 2014

Service revenue was $473.7 million in 2015, a $4.1 million, or 0.9%, increase from $469.6 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $3.0 million, service revenue increased by $7.1 million, or 1.5%. The increase was driven primarily by a 1.2% increase in average revenue per shipment due to the mix of customers, partially offset by a 0.3% decrease in shipment volumes.

Total direct expenses were $426.4 million in 2015, a $1.6 million, or 0.4%, increase from $424.8 million in 2014. Excluding the favorable effect of changes in exchange rates of $2.7 million, total direct

expenses increased by $4.3 million, or 1.0%. PTE was $396.4 million in 2015, a $0.9 million, or 0.2%, increase from $395.5 million in 2014. Changes in exchange rates had a $2.6 million favorable impact on PTE. The change in PTE was driven by volume increases, which had a $5.9 million negative impact, partially offset by PTE as a percentage of service revenue which decreased from 84.2% in 2014 to 83.7% in 2015, resulting in a $2.4 million positive impact. Other direct expense was $30.0 million in 2015, a $0.7 million, or 2.4%, increase from $29.3 million in 2014. Changes in exchange rates had a $0.1 million favorable impact. The change in other direct expense was driven by volume increases which had a $0.4 million negative impact and higher other direct expense as a percentage of service revenue, resulting in a $0.4 million negative impact. The higher other direct expense as a percentage of service revenue was primarily related to increased in-cab driver communication costs and an increase in the use of third-party service contractors.

Gross profit was $47.3 million in 2015, a $2.5 million, or 5.6%, increase from $44.8 million in 2014. Changes in exchange rates had a $0.3 million unfavorable impact. Gross margin was 10.0% in 2015, a 0.5 percentage point increase from 9.5% in 2014. The increase in gross margin was primarily due to the mix of revenue, partially offset by higher claims and third-party costs as a percent of revenue.

Operating expenses were $39.1 million in 2015 and 2014. Changes in exchange rates had a $0.6 million favorable impact. The increase was primarily driven by higher professional fees of $1.2 million, partially offset by lower salaries and benefits of $0.6 million.

Operating income from continuing operations was $8.2 million in 2015, a $2.5 million, or 43.9%, increase from $5.7 million in 2014. Changes in exchange rates had a $0.3 million favorable impact. The improvement was driven by volume gains, partially offset by higher direct expenses and operating expenses.

Net Service Revenue was $77.3 million in 2015, a $3.2 million, or 4.3%, increase from $74.1 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $0.4 million, Net Service Revenue increased by $3.6 million, or 4.9%. The increase in Net Service Revenue was due to the improvement in service revenue of $7.1 million, partially offset by an increase in purchased transportation expense of $3.5 million, excluding the impact of exchange rates.

Incentive EBITDA was $15.9 million in 2015, a $3.1 million, or 24.2%, increase from $12.8 million in 2014. Changes in exchange rates had a $0.2 million favorable impact. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $2.2 million and higher non-operating income of $1.0 million, partially offset by lower depreciation and amortization of $0.3 million. Incentive EBITDA as a percentage of Net Service Revenue was 20.6% in 2015, a 3.3 percentage point increase from 17.3% in 2014.

For the Years Ended December 31, 2014 and December 31, 2013

Service revenue was $1,071.5 million in 2014, a $0.8 million, or 0.1%, decrease from $1,072.3 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $3.3 million, service revenue increased $2.5 million, or 0.2%. The increase was driven primarily by a 1.4% increase in shipment volumes, partially offset by a 1.5% decline in average revenue per shipment due to an increase in auto shipments and the mix of customers.

Total direct expenses were $965.7 million in 2014, a $4.0 million, or 0.4%, decrease from $969.7 million in 2013. Excluding the favorable effect of changes in exchange rates of $3.1 million, total direct expenses decreased $0.9 million, or 0.1%. PTE was $905.1 million in 2014, a $7.1 million, or 0.8%, decrease from $912.2 million in 2013. Changes in exchange rates had a $3.3 million favorable impact on PTE. The change in PTE was driven by PTE as a percentage of service revenue which decreased

from 85.1% in 2013 to 84.5% in 2014, resulting in a $5.9 million positive impact, partially offset by volume increases, which had a $2.1 million negative impact. Other direct expense was $60.6 million in 2014, a $3.1 million, or 5.4%, increase from $57.5 million in 2013. Changes in exchange rates had a $0.2 million unfavorable impact. The change in other direct expense was driven by higher other direct expense as a percentage of service revenue, resulting in a $2.8 million negative impact, and volume increases which had a $0.1 million negative impact. The higher expense as a percentage of service revenue was primarily related to increased spend on shipment internet leads, higher cargo claims expense and an increase in the use of third-party service contractors.

Gross profit was $105.8 million in 2014, a $3.2 million, or 3.1%, increase from $102.6 million in 2013. Changes in exchange rates had a $0.2 million unfavorable impact. Gross margin was 9.9% in 2014, a 0.3 percentage point increase from 9.6% in 2013. The increase in gross margin was primarily due to the mix of customers, particularly in the International business unit.

Operating expenses were $78.1 million in 2014, a $0.3 million, or 0.4%, decrease from $78.4 million in 2013. The decrease was primarily driven by lower intangible amortization expense of $1.0 million, fringe benefit expense of $0.9 million, bad debt expense of $0.5 million, restructuring expense of $0.3 million and a gain on the sale of assets of $0.3 million, partially offset by higher professional fees of $1.4 million related to administration of our domestic agent risk program, impairment expense of $0.7 million, advertising costs of $0.4 million and agent meeting costs of $0.2 million.

Operating income from continuing operations was $27.7 million in 2014, a $3.5 million, or 14.5%, increase from $24.2 million in 2013. The improvement was driven by higher gross profits and lower operating expenses.

Net Service Revenue was $166.4 million in 2014, a $6.3 million, or 3.9%, increase from $160.1 million in 2013. The increase in Net Service Revenue was due to a decrease in purchased transportation expense of $3.8 million and an improvement in service revenue of $2.5 million.

Incentive EBITDA was $43.1 million in 2014, a $3.8 million, or 9.7%, increase from $39.3 million in 2013. Changes in exchange rates had a $0.1 million unfavorable impact. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $3.6 million and higher non-operating income of $1.3 million, partially offset by lower depreciation and amortization of $1.0 million. Incentive EBITDA as a percentage of Net Service Revenue was 25.9% in 2014, a 1.4 percentage point increase from 24.5% in 2013.

For the Years Ended December 31, 2013 and December 31, 2012

Service revenue was $1,072.3 million in 2013, a $7.5 million, or 0.7%, increase from $1,064.8 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $2.0 million, service revenue increased by $9.5 million, or 0.9%. The increase was driven primarily by a 1.2% increase in revenue per shipment due to general rate increases, larger origin and destination service charges and more valuation revenue. The increase in revenue per shipment was partially offset by a 0.5% decline in shipment volumes with a 28.3% reduction in domestic military volumes offsetting a 2.6% increase in all other shipments.

Total direct expenses were $969.7 million in 2013, a $4.1 million, or 0.4%, increase from $965.6 million in 2012. Excluding the favorable effect of changes in exchange rates of $1.8 million, total direct expenses increased $5.9 million, or 0.6%. PTE was $912.2 million in 2013, a $2.9 million, or 0.3%, increase from $909.3 million in 2012. Changes in exchange rates had a $1.8 million favorable impact on PTE. The change in PTE was driven by volume increases which had an $8.1 million negative impact, partially offset by PTE as a percentage of service revenue decreasing from 85.4% in

2012 to 85.1% in 2013, resulting in a $3.4 million positive impact. The improved PTE as a percentage of service revenue was primarily related to lower fuel surcharge PTE. Other direct expense was $57.5 million in 2013, a $1.2 million, or 2.1%, increase from $56.3 million in 2012. The change in other direct expense was driven by volume increases which had a $0.5 million negative impact and higher other direct expense as a percentage of service revenue, resulting in a $0.7 million negative impact. The higher expense as a percentage of service revenue was primarily related to household goods claims expense.

Gross profit was $102.6 million in 2013, a $3.4 million, or 3.4%, increase from $99.2 million in 2012. Gross margin was 9.6% in 2013, a 0.3 percentage point increase from 9.3% in 2012. The improvement in gross margin was primarily due to general rate increases, lower third-party transportation expenses and a higher percentage of shipments with valuation revenue.

Operating expenses were $78.4 million in 2013, a $3.7 million, or 4.5%, decrease from $82.1 million in 2012. The decrease was primarily driven by lower intangible and agent contract amortization expense of $2.0 million, restructuring expense of $0.9 million and professional fees of $0.8 million.

Operating income from continuing operations was $24.2 million in 2013, a $7.1 million, or 41.5%, increase from $17.1 million in 2012. The increase reflected the higher gross profit from improved margin per shipment and lower operating expenses.

Net Service Revenue was $160.1 million in 2013, a $4.6 million, or 3.0%, increase from $155.5 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $0.2 million, Net Service Revenue increased by $4.8 million, or 3.1%. The increase in Net Service Revenue was due to the improvement in service revenue of $9.5 million, excluding the impact of exchange rates, partially offset by an increase in purchased transportation expense of $4.7 million.

Incentive EBITDA was $39.3 million in 2013, a $5.2 million, or 15.2%, increase from $34.1 million in 2012. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $7.1 million and higher non-operating income of $0.3 million, partially offset by lower depreciation and amortization of $2.2 million. Incentive EBITDA as a percentage of Net Service Revenue was 24.5% in 2013, a 2.6 percentage point increase from 21.9% in 2012.

Growth Markets


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Service revenue	$	40.1		$	38.4		$	85.5		$	71.5		$	62.5
Direct expenses
Purchased transportation expense		5.2			6.2			14.7			11.8			11.0
Other direct expense		18.1			17.0			35.7			31.5			27.2

Total direct expenses		23.3			23.2			50.4			43.3			38.2

Gross profit		16.8			15.2			35.1			28.2			24.3
Gross margin		41.9	%		39.6	%		41.1	%		39.4	%		38.9	%
Income from continuing operations		3.7			2.9			9.3			4.6			1.3
Net Service Revenue		34.9			32.2			70.8			59.7			51.5
Incentive EBITDA		3.8			3.3			10.4			5.6			2.7
Incentive EBITDA as a percentage of Net Service Revenue		10.9	%		10.2	%		14.7	%		9.4	%		5.2	%

For the Six Months Ended June 30, 2015 and June 30, 2014

Service revenue was $40.1 million in 2015, a $1.7 million, or 4.4%, increase from $38.4 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $2.1 million, service revenue increased by $3.8 million, or 9.9%. The increase was driven by new global customers resulting in higher relocation revenue of $2.9 million throughout the segment and higher moving revenue of $0.9 million, mostly in China and the UAE.

Total direct expenses were $23.3 million in 2015, a $0.1 million, or 0.4%, increase from $23.2 million in 2014. Excluding the favorable effect of changes in exchange rates of $1.3 million, total direct expenses increased by $1.4 million, or 6.0%. PTE was $5.2 million in 2015, a $1.0 million, or 16.1%, decrease from $6.2 million in 2014. Changes in exchange rates had a $0.2 million favorable impact on PTE. The change in PTE was driven by PTE as a percentage of service revenue which decreased from 16.1% in 2014 to 12.8% in 2015, resulting in a $1.4 million positive impact, partially offset by volume increases, which had a $0.6 million negative impact. Other direct expense was $18.1 million in 2015, a $1.1 million, or 6.5%, increase from $17.0 million in 2014. Changes in exchange rates had a $1.1 million favorable impact on other direct expense. The change in other direct expense was driven by relocation initiation volume increases.

Gross profit was $16.8 million in 2015, a $1.6 million, or 10.5%, increase from $15.2 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $0.8 million, gross profit increased by $2.4 million, or 15.8%. The increase was driven by higher moving gross profits of $1.4 million primarily in China, the UAE and Qatar and by higher relocation initiation volume and pricing across all markets which had increased gross profits of $1.0 million. Gross margin was 41.9% in 2015, a 2.3 percentage point increase from 39.6% in 2014.

Operating expenses were $13.1 million in 2015, a $0.8 million, or 6.5%, increase from $12.3 million in 2014. Changes in exchange rates had a $0.7 million favorable impact. The increase was primarily due to higher salaries, benefits and hiring costs of $1.0 million related to new client implementations, legal fees of $0.2 million, bad debt provisions of $0.2 million, travel costs of $0.2 million and depreciation of $0.2 million, partially offset by lower restructuring costs of $0.4 million.

Operating income from continuing operations was $3.7 million in 2015, a $0.8 million, or 27.6%, increase from $2.9 million in 2014. Changes in exchange rates had a $0.1 million unfavorable impact. Operating income increased as higher gross profits were partially offset by higher operating expenses.

Net Service Revenue was $34.9 million in 2015, a $2.7 million, or 8.4%, increase from $32.2 million in 2014. Changes in exchange rates had a $1.9 million unfavorable impact. The increase in Net Service Revenue was primarily due to the improvement in service revenue of $3.8 million and by a decrease in purchased transportation expense of $0.8 million, excluding the impact of exchange rate changes.

Incentive EBITDA was $3.8 million in 2015, a $0.5 million, or 15.2%, increase from $3.3 million in 2014. Changes in exchange rates had a $0.2 million unfavorable impact. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $0.9 million and higher depreciation and amortization of $0.2 million, partially offset by lower non-operating income of $0.4 million. Incentive EBITDA as a percentage of Net Service Revenue was 10.9% in 2015, a 0.7% percentage point increase from 10.2% in 2014.

For the Years Ended December 31, 2014 and December 31, 2013

Service revenue was $85.5 million in 2014, a $14.0 million, or 19.6%, increase from $71.5 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $0.6 million, service revenue

increased $14.6 million, or 20.4%. The increase was driven by new global customers resulting in higher relocation revenue of $10.3 million throughout the segment and higher moving revenue of $4.3 million primarily in Qatar, Malaysia, India and China.

Total direct expenses were $50.4 million in 2014, a $7.1 million, or 16.4%, increase from $43.3 million in 2013. PTE was $14.7 million in 2014, a $2.9 million, or 24.6%, increase from $11.8 million in 2013. Changes in exchange rates had a $1.3 million favorable impact on PTE. The change in PTE was driven by volume increases, which had a $2.4 million negative impact, and by PTE as a percentage of service revenue which increased from 16.6% in 2013 to 18.6% in 2014, resulting in a $1.8 million negative impact. Other direct expense was $35.7 million in 2014, a $4.2 million, or 13.3%, increase from $31.5 million in 2013. The change in other direct expense was driven by relocation initiation volume increases.

Gross profit was $35.1 million in 2014, a $6.9 million, or 24.5%, increase from $28.2 million in 2013. Changes in exchange rates had a $0.5 million unfavorable impact. The increase was driven by higher relocation initiation volume and pricing across all markets which had increased gross profits of $6.0 million and higher moving gross profits of $1.4 million primarily in China and Malaysia. Gross margin was 41.1% in 2014, a 1.7 percentage point increase from 39.4% in 2013.

Operating expenses were $25.8 million in 2014, a $2.2 million, or 9.3%, increase from $23.6 million in 2013. The increase was primarily due to higher salaries and benefits of $0.9 million related to new client implementations, restructuring costs of $0.5 million, bad debt of $0.3 million and depreciation expense of $0.2 million.

Operating income from continuing operations was $9.3 million in 2014, a $4.7 million, or 102.2%, increase from $4.6 million in 2013. Changes in exchange rates had a $0.4 million unfavorable impact. Operating income increased as higher gross profits were partially offset by higher operating expenses.

Net Service Revenue was $70.8 million in 2014, an $11.1 million, or 18.6%, increase from $59.7 million in 2013. Changes in exchange rates had a $0.7 million favorable impact. The increase in Net Service Revenue was primarily due to an improvement in service revenue of $14.6 million, partially offset by an increase in purchased transportation expense of $4.2 million.

Incentive EBITDA was $10.4 million in 2014, a $4.8 million, or 85.7%, increase from $5.6 million in 2013. Changes in exchange rates had a $0.4 million unfavorable impact. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $5.1 million and higher depreciation and amortization of $0.2 million, partially offset by lower non-operating income of $0.1 million. Incentive EBITDA as a percentage of Net Service Revenue was 14.7% in 2014, a 5.3 percentage point increase from 9.4% in 2013.

For the Years Ended December 31, 2013 and December 31, 2012

Service revenue was $71.5 million in 2013, a $9.0 million, or 14.4%, increase from $62.5 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $0.8 million, service revenue increased by $9.8 million, or 15.7%. The increase was driven by new global customers, resulting in higher moving revenue of $4.4 million in Singapore and China and higher relocation revenue of $2.9 million throughout the segment. In addition, service revenue increased $2.1 million due to the full year effect of the Brazil acquisition made in August 2012 and $1.1 million due to the startup of operations in Qatar in 2013.

Total direct expenses were $43.3 million in 2013, a $5.1 million, or 13.4%, increase from $38.2 million in 2012. Excluding the favorable effect of changes in exchange rates of $0.4 million, total direct expenses increased $5.5 million, or 14.4%. PTE was $11.8 million in 2013, a $0.8 million, or 7.3%, increase from $11.0 million in 2012. Changes in exchange rates had a $0.1 million favorable

impact on PTE. The change in PTE was driven by volume increases which had a $1.7 million negative impact, partially offset by PTE as a percentage of service revenue decreasing from 17.6% in 2012 to 16.5% in 2013, resulting in a $0.8 million positive impact. The improved PTE as a percentage of service revenue was primarily related to a lower mix of international moving revenue. Other direct expense was $31.5 million in 2013, a $4.3 million, or 15.8%, increase from $27.2 million in 2012. Changes in exchange rates had a $0.3 million favorable impact. The change in other direct expense was driven by volume increases which had a $4.3 million negative impact and by higher other direct expense as a percentage of service revenue, resulting in a $0.3 million negative impact. The higher expense as a percentage of service revenue was primarily related to a higher mix of domestic moving and relocation revenue.

Gross profit was $28.2 million in 2013, a $3.9 million, or 16.0%, increase from $24.3 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $0.4 million, gross profit increased by $4.3 million, or 17.7%. The increase was driven by higher moving shipment volume in Singapore and China, which resulted in an increase in gross profits of $1.2 million and higher relocation initiation volume, and pricing across all markets which resulted in an increase in gross profit of $1.2 million. In addition, gross profit increased $1.2 million due to the full year effect of the Brazil acquisition and $0.5 million due to new initiatives in Qatar. Gross margin was 39.4% in 2013, a 0.5 percentage increase from 38.9% in 2012.

Operating expenses were $23.6 million in 2013, a $0.6 million, or 2.6%, increase from $23.0 million in 2012. The increase was the result of higher operating costs as it relates to setting up new customers and servicing the new customer engagements. The increase was lessened by the positive impact of cost savings initiatives which reduced staffing-related costs by $0.8 million.

Operating income from continuing operations was $4.6 million in 2013, a $3.3 million increase from $1.3 million in 2012. Operating income increased as higher gross profits were partially offset by higher operating expenses due to volume reduced partially by productivity initiatives put into place at the beginning of 2012.

Net Service Revenue was $59.7 million in 2013, an $8.2 million, or 15.9%, increase from $51.5 million in 2012. Changes in exchange rates had a $0.7 million negative impact. The increase in Net Service Revenue was due to the improvement in service revenue of $9.8 million, excluding the impact of exchange rate changes, partially offset by an increase in purchased transportation expense of $0.9 million.

Incentive EBITDA was $5.6 million in 2013, a $2.9 million, or 107.4%, increase from $2.7 million in 2012. Changes in exchange rates had a $0.1 million unfavorable impact. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $3.3 million, partially offset by lower non-operating income of $0.3 million. Incentive EBITDA as a percentage of Net Service Revenue was 9.4% in 2013, a 4.2 percentage point increase from 5.2% in 2012.

Australia


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Service revenue	$	61.6		$	75.8		$	145.0		$	165.3		$	178.5
Direct expenses
Purchased transportation expense		26.4			31.9			59.5			68.1			74.3
Other direct expense		20.4			26.6			51.2			57.1			60.7

Total direct expenses		46.8			58.5			110.7			125.2			135.0

Gross profit		14.8			17.3			34.3			40.1			43.5
Gross margin		24.0	%		22.8	%		23.7	%		24.3	%		24.4	%
Income from continuing operations		1.4			0.3			1.5			2.7			1.5
Net Service Revenue		35.2			43.9			85.5			97.2			104.2
Incentive EBITDA		2.1			1.7			4.2			6.1			6.4
Incentive EBITDA as a percentage of Net Service Revenue		6.0	%		3.9	%		4.9	%		6.3	%		6.1	%

For the Six Months Ended June 30, 2015 and June 30, 2014

Service revenue was $61.6 million in 2015, a $14.2 million, or 18.7%, decrease from $75.8 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $9.9 million, service revenue decreased by $4.3 million, or 5.7%. The decrease was driven by lower moving revenue of $3.3 million due to a 6.3% decrease in corporate moves partially offset by improved consumer volume and a decline in relocation revenue of $1.0 million.

Total direct expenses were $46.8 million in 2015, an $11.7 million, or 20.0%, decrease from $58.5 million in 2014. Excluding the favorable effect of changes in exchange rates of $7.5 million, total direct expenses decreased $4.2 million or 7.2%. PTE was $26.4 million in 2015, a $5.5 million, or 17.2%, decrease from $31.9 million in 2014. Changes in exchange rates had a $4.2 million favorable impact on PTE. The change in PTE was driven by volume decreases which had a $1.8 million positive impact, partially offset by PTE as a percentage of service revenue which increased from 42.1% in 2014 to 42.8% in 2015, resulting in a $0.5 million negative impact. Other direct expense was $20.4 million in 2015, a $6.2 million, or 23.3%, decrease from $26.6 million in 2014. Changes in exchange rates had a $3.3 million favorable impact on other direct expense. The remaining change in other direct expense was driven by volume decreases which had a $1.5 million positive impact and by lower other direct expense as a percentage of service revenue, resulting in a $1.4 million positive impact.

Gross profit was $14.8 million in 2015, a $2.5 million, or 14.5%, decrease from $17.3 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $2.4 million, gross profit decreased by $0.1 million, or 0.6%.

Operating expenses were $13.4 million in 2015, a $3.6 million, or 21.2%, decrease from $17.0 million in 2014. Excluding the favorable effect of changes in exchange rates of $2.3 million, operating expenses decreased $1.3 million, or 7.6%. The decline was across nearly all expense categories as a result of restructuring and cost savings initiatives.

Operating income from continuing operations was $1.4 million in 2015, a $1.1 million increase from $0.3 million in 2014. Changes in exchange rates had a $0.1 million unfavorable impact. Operating income increased as cost containment measures exceeded revenue shortfalls.

Net Service Revenue was $35.2 million in 2015, an $8.7 million, or 19.8%, decrease from $43.9 million in 2014. Excluding the unfavorable effect of changes in exchange rates of $5.7 million, Net Service Revenue decreased by $3.0 million, or 6.8%. The decrease in Net Service Revenue was due to a decrease in service revenue of $4.3 million, partially offset by a decrease in purchased transportation expense of $1.3 million, excluding the effects of exchange rates.

Incentive EBITDA was $2.1 million in 2015, a $0.4 million, or 23.5%, increase from $1.7 million in 2014. Excluding the unfavorable impact of changes in exchange rates of $0.3 million, Incentive EBITDA increased $0.7 million, or 41.2%. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $1.2 million, partially offset by lower depreciation and amortization expense of $0.3 million and a lower non-operating income of $0.2 million. Incentive EBITDA as a percentage of Net Service Revenue was 6.0% in 2015, a 2.1 percentage point increase from 3.9% in 2014.

For the Years Ended December 31, 2014 and December 31, 2013

Service revenue was $145.0 million in 2014, a $20.3 million, or 12.3%, decrease from $165.3 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $9.6 million, service revenue decreased $10.7 million, or 6.5%. The decrease was driven by lower moving revenue of $9.8 million due to a 13.4% decrease in domestic corporate volume, and by franchising of branch offices resulting in a negative impact of $1.2 million, partially offset by an increase in consumer moves. In addition, relocation revenue declined $0.9 million.

Total direct expenses were $110.7 million in 2014, a $14.5 million, or 11.6%, decrease from $125.2 million in 2013. Excluding the favorable effect of changes in exchange rates of $7.3 million, total direct expenses decreased $7.2 million, or 5.8%. PTE was $59.5 million in 2014, an $8.6 million, or 12.6%, decrease from $68.1 million in 2013. Changes in exchange rates had a $4.0 million favorable impact on PTE. The change in PTE was driven by volume decreases, which had a $4.4 million positive impact, and by a decrease in PTE as a percentage of service revenue which resulted in a $0.2 million positive impact. Other direct expense was $51.2 million in 2014, a $5.9 million, or 10.3%, decrease from $57.1 million in 2013. Changes in exchange rates had a $3.3 million favorable impact on other direct expense. The remaining change in other direct expense was driven by volume decreases which had a $3.7 million positive impact, partially offset by an increase in other direct expense as a percentage of service revenue which resulted in a $1.1 million negative impact.

Gross profit was $34.3 million in 2014, a $5.8 million, or 14.5%, decrease from $40.1 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $2.3 million, gross profit decreased $3.5 million, or 8.7%. Gross margin was 23.7% in 2014, a 0.6 percentage point decrease from 24.3% in 2013. The decrease in gross margin was primarily due to a higher labor usage, negative product mix and a favorable insurance accrual adjustment of $0.5 million in 2013.

Operating expenses were $32.8 million in 2014, a $4.6 million, or 12.3%, decrease from $37.4 million in 2013. Excluding the favorable effect of changes in exchange rates of $2.1 million, operating expenses decreased $2.5 million, or 6.7%. The decline was across nearly all expense categories as a result of restructuring and cost savings initiatives.

Operating income from continuing operations was $1.5 million in 2014, a $1.2 million, or 44.4%, decrease from $2.7 million in 2013. Changes in exchange rates had a $0.2 million unfavorable impact. Operating income decreased as gross profit declines were only partially offset by operating expense reductions.

Net Service Revenue was $85.5 million in 2014, an $11.7 million, or 12.0%, decrease from $97.2 million in 2013. Excluding the unfavorable effect of changes in exchange rates of $5.6 million, Net Service Revenue decreased $6.1 million, or 6.3%. The decrease in Net Service Revenue was due to a decrease in service revenue of $10.7 million, partially offset by a decrease in purchased transportation expense of $4.6 million.

Incentive EBITDA was $4.2 million in 2014, a $1.9 million, or 31.1%, decrease from $6.1 million in 2013. Excluding the unfavorable impact of changes in exchange rates of $0.5 million, Incentive EBITDA decreased $1.4 million, or 23.0%. The decrease in Incentive EBITDA was primarily due to a decline in operating income of $1.0 million and lower depreciation and amortization of $0.5 million, partially offset by higher non-operating income of $0.1 million. Incentive EBITDA as a percentage of Net Service Revenue was 4.9% in 2014, a 1.4 percentage point decrease from 6.3% in 2013.

For the Years Ended December 31, 2013 and December 31, 2012

Service revenue was $165.3 million in 2013, a $13.2 million, or 7.4%, decrease from $178.5 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $9.7 million, service revenue decreased by $3.5 million, or 2.0%. The decrease was primarily driven by reduced volume from large customers in the mining sector.

Total direct expenses were $125.2 million in 2013, a $9.8 million, or 7.3%, decrease from $135.0 million in 2012. Excluding the favorable effect of changes in exchange rates of $7.2 million, total direct expenses decreased $2.6 million, or 1.9%. PTE was $68.1 million in 2013, a $6.2 million, or 8.3%, decrease from $74.3 million in 2012. Changes in exchange rates had a $3.8 million favorable impact on PTE. The change in PTE was driven by volume decreases which had a $1.5 million positive impact and by PTE as a percentage of service revenue decreasing from 41.6% in 2012 to 41.1% in 2013, resulting in a $0.9 million positive impact. The improved PTE as a percentage of service revenue was primarily related to a lower mix of international business. Other direct expense was $57.1 million in 2013, a $3.6 million, or 5.9%, decrease from $60.7 million in 2012. Changes in exchange rates had a $3.4 million favorable impact. The change in other direct expense was driven by volume increases which had a $1.2 million positive impact, partially offset by higher other direct expense as a percentage of service revenue, resulting in a $1.0 million negative impact. The higher expense as a percentage of service revenue was primarily related to a higher mix of domestic business, which uses primarily internal labor, versus international business, which uses more PTE.

Gross profit was $40.1 million in 2013, a $3.4 million, or 7.8%, decrease from $43.5 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $2.5 million, gross profit decreased by $0.9 million, or 2.1%. The decline was primarily driven by lower revenue. Gross margin was 24.3% in 2013, a 0.1 percentage point decrease from 24.4% in 2012.

Operating expenses were $37.4 million in 2013, a $4.6 million, or 11.0%, decrease from $42.0 million in 2012. Excluding the favorable effect of changes in exchange rates of $2.2 million, operating expenses decreased $2.4 million, or 5.7%. The decline was primarily driven by lower salary, travel, marketing and professional fee expenses as a result of restructuring and other cost savings initiatives.

Operating income from continuing operations was $2.7 million in 2013, a $1.2 million, or 80.0%, increase from $1.5 million in 2012. Operating income increased as operating expense reductions more than offset the decline in gross profit.

Net Service Revenue was $97.2 million in 2013, a $7.0 million, or 6.7%, decrease from $104.2 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $5.9 million, Net

Service Revenue decreased by $1.1 million, or 1.1%. The decrease in Net Service Revenue was due to the decline in service revenue of $3.5 million, excluding exchange impacts, partially offset by a reduction in PTE of $2.4 million.

Incentive EBITDA was $6.1 million in 2013, a $0.3 million, or 4.7%, decrease from $6.4 million in 2012. Excluding the unfavorable effect of changes in exchange rates of $0.5 million, Incentive EBITDA increased by $0.2 million, or 3.1%. The increase in Incentive EBITDA was primarily due to an improvement in operating income of $1.2 million, partially offset by a decrease in depreciation and amortization of $1.0 million. Incentive EBITDA as a percentage of Net Service Revenue was 6.3% in 2013, a 0.2 percentage point increase from 6.1% in 2012.

Corporate

For the Six Months Ended June 30, 2015 and June 30, 2014

Corporate expenses were $7.8 million in 2015, a $2.7 million increase from $5.1 million in 2014. The increase was primarily driven by higher costs for professional fees of $1.7 million (audit, consulting and rating agency fees), salaries and benefits of $0.4 million, company expenses of $0.3 million (insurance and taxes), and legal services of $0.1 million.

For the Years ended December 31, 2014 and December 31, 2013

Corporate expenses were $15.2 million in 2014, a $0.9 million decrease from $16.1 million in 2013. The decrease was primarily driven by lower pension expense of $2.4 million, partially offset by higher salaries of $0.9 million and hiring costs of $0.6 million.

For the Years ended December 31, 2013 and December 31, 2012

Corporate expenses were $16.1 million in 2013, a $4.9 million increase from $11.2 million in 2012. The increase was primarily driven by higher costs for restructuring of $1.5 million, salaries of $1.3 million, stock compensation of $0.7 million, and a net increase in various other expenses of $0.7 million as well as $0.7 million of benefits in 2012 from adjustments to accrued liabilities.

Results of Discontinued Operations

In 2013, our board of directors authorized a disposal plan involving a non-core logistics business, the Special Products Division (“SPD”), a component of our Moving Services segment. The sale of the Special Products Division was completed on April 30, 2013. The results of this business are reported as discontinued operations in our consolidated statements of operations data for all periods presented.

In 2005, we sold our subsidiaries Transguard Insurance Company of America, Inc., National Association of Independent Truckers, LLC, Vanguard Insurance Agency, Inc., and other related companies of our U.S. insurance business (collectively, our “U.S. Insurance Business”). Proceeds from the sale included $20.0 million of payments due in annual installments during the years 2009 through 2013. The third, fourth and fifth payments of $4.0 million were received in 2013, 2012 and 2011, respectively. As part of the sale, we guaranteed the U.S. Insurance Business closing balance sheet net loss reserves against adverse development up to a maximum of $20.0 million. We were also entitled to receive 55% of any favorable reserve development.

Gains related to favorable loss reserve development were deferred until they were realized. The final determination of the reserve development amounts was based upon an actuarial evaluation of the closing balance sheet net loss reserves which was agreed between the parties in the second quarter of

2013. We received cumulative payments for favorable reserve development through the final settlement date of $6.1 million, which was recognized in 2013 and recorded in discontinued operations. Payments for favorable loss development of $1.5 million and $1.8 million were received in 2013 and 2012, respectively.

The following table sets forth certain financial data for our discontinued operations for the periods presented:


	Six Months Ended June 30,				Year Ended December 31,
	2015		2014		2014		2013		2012
	(in millions)
Service revenue	$	—	$	—	$	—	$	7.5	$	22.0
Gross profit		—		—		—		—		1.8
Income (loss) from discontinued operations, net		—		0.1		—		5.0		(0.3	)

Income from discontinued operations of $0.1 million in the six months ended June 30, 2014 related to an insurance recovery associated with a logistics business we sold in 2005.

Income from discontinued operations of $5.0 million for 2013 includes a net gain of $5.8 million related to the final settlement of the U.S. Insurance Business reserve guaranty liability, a net gain of $0.6 million related to the sale of SPD and a net loss of $1.4 million from the operating activities of SPD.

Loss from discontinued operations of $0.3 million for 2012 includes a loss of $0.7 million from the operating activities of SPD which was partially offset by a gain of $0.4 million related to the U.S. Insurance Business.

Quarterly Results

The following table sets forth our historical unaudited quarterly consolidated statement of operations data for each of the fiscal quarters of 2013 and 2014 and the first two fiscal quarters of 2015. This unaudited quarterly information has been prepared on the same basis as our annual audited consolidated financial statements appearing elsewhere in this prospectus, and includes all adjustments, consisting of normal recurring adjustments, that we consider necessary to present fairly the financial information for the fiscal quarters presented. This unaudited quarterly information should be read in conjunction with our audited consolidated financial statements and the related notes appearing elsewhere in this prospectus.


	Six Months Ended June 30, 2015						Year Ended December 31, 2014										Year Ended December 31, 2013
	First Quarter			Second Quarter			First Quarter			Second Quarter		Third Quarter		Fourth Quarter			First Quarter			Second Quarter			Third Quarter			Fourth Quarter
	(in millions)
Service revenue	$	279.7		$	384.4		$	281.3		$	376.2	$	476.5	$	330.4		$	279.2		$	370.2		$	476.3		$	326.3
Direct expenses
Purchased transportation expense		180.0			248.0			184.6			249.0		331.3		214.4			180.8			250.0			342.1			219.2
Other direct expense		53.5			67.8			53.3			62.2		68.0		58.2			52.5			58.7			62.6			56.1

Total direct expenses		233.5			315.8			237.9			311.2		399.3		272.6			233.3			308.7			404.7			275.3

Gross profit		46.2			68.6			43.4			65.0		77.2		57.8			45.9			61.5			71.6			51.0
Operating expenses
Selling, general and administrative expense		45.9			45.8			42.0			47.1		45.8		44.9			45.8			45.7			45.5			43.8
Intangibles amortization		1.2			1.2			1.4			1.5		1.6		1.5			1.9			1.8			1.8			1.8
Restructuring, impairment and IPO expense		0.1			—			0.3			0.3		7.3		2.1			—			0.6			0.1			1.6

Operating (loss) income from continuing operations		(1.0	)		21.6			(0.3	)		16.1		22.5		9.3			(1.8	)		13.4			24.2			3.8
Interest expense, net		6.5			6.8			6.6			7.5		6.9		6.9			5.9			6.7			7.0			6.6
Debt extinguishment (gain) loss, net		(0.5	)		—			(0.5	)		—		—		—			8.0			—			—			—
Other expense (income), net		0.2			(0.2	)		0.3			—		0.3		(0.3	)		0.2			—			—			0.3
Income tax (benefit) expense		(1.9	)		5.9			(1.0	)		1.4		3.6		(44.8	)		(1.6	)		(4.6	)		7.5			(1.1	)

Income (loss) from continuing operations		(5.3	)		9.1			(5.7	)		7.2		11.7		47.5			(14.3	)		11.3			9.7			(2.0	)
Income (loss) from discontinued operations, net		—			—			—			0.1		—		(0.1	)		(0.6	)		6.2			(0.1	)		(0.5	)

Net (loss) income	$	(5.3	)	$	9.1		$	(5.7	)	$	7.3	$	11.7	$	47.4		$	(14.9	)	$	17.5		$	9.6		$	(2.5	)

The following table sets forth Net Service Revenue for each of the fiscal quarters of 2013 and 2014 and the first two fiscal quarters of 2015. Net Service Revenue is a non-GAAP financial measure and a reconciliation to its nearest GAAP equivalent also appears in the table below.


	Six Months Ended June 30, 2015						Year Ended December 31, 2014												Year Ended December 31, 2013
	First Quarter			Second Quarter			First Quarter			Second Quarter			Third Quarter			Fourth Quarter			First Quarter			Second Quarter			Third Quarter			Fourth Quarter
	(in millions)
Service Revenue	$	279.7		$	384.4		$	281.3		$	376.2		$	476.5		$	330.4		$	279.2		$	370.2		$	476.3		$	326.3
Purchased Transportation Expense		(180.0	)		(248.0	)		(184.6	)		(249.0	)		(331.3	)		(214.4	)		(180.8	)		(250.0	)		(342.1	)		(219.2	)

Net Service Revenue	$	99.7		$	136.4		$	96.7		$	127.2		$	145.2		$	116.0		$	98.4		$	120.2		$	134.2		$	107.1

Liquidity and Capital Resources

Our primary sources of liquidity are, and after the completion of this offering are expected to continue to be, our existing cash and cash equivalent balances, cash flows from operations, borrowings under our Securitization Facility, ABL Revolver and borrowings under our Warehousing Facilities.

Our principal needs for liquidity have been, and for the foreseeable future will continue to be, debt service, capital expenditures, working capital, acquisitions, mortgage servicing and real estate purchases. Additionally, our strategy includes expansion into high growth segments and entry into new geographic markets. We anticipate that the execution of these components of our strategy will not require a significant amount of resources and will be funded primarily through cash provided by operations.

The main portion of our capital expenditures has been related to computer equipment, software development and transportation and warehouse equipment. Our capital expenditures for the six months ended June 30, 2015 and 2014 were $5.7 million, and $7.7 million, respectively, and for the years ended December 31, 2014, 2013 and 2012 were $16.0 million, $12.4 million, and $10.6 million, respectively. We believe that our cash flow from operations, available cash and cash equivalents and available borrowings under our ABL Revolver will be sufficient to meet our liquidity needs. We anticipate that to the extent that we require additional liquidity, it will be funded through the incurrence of other indebtedness, equity financings or a combination. We cannot assure you that we will be able to obtain this additional liquidity on reasonable terms, or at all. Additionally, our liquidity and our ability to meet our obligations and fund our capital requirements are also dependent on our future financial performance, which is subject to general economic, financial and other factors that are beyond our control. Accordingly, we cannot assure you that our business will generate sufficient cash flow from operations or that future borrowings will be available under our credit facilities or otherwise to meet our liquidity needs. Although we have no specific current plans to do so, if we decide to pursue one or more significant acquisitions, we may incur additional debt or sell additional equity to finance such acquisitions.

In the limited instances where we are required to repurchase a mortgage, liquidity is directly impacted as the loan is not eligible collateral for any of our mortgage warehouse facilities and is therefore funded with operating cash or our ABL Revolver. The timeframe can vary, but on average a repurchased loan remains on our books for approximately six months until the appropriate exit strategy, usually through a refinance or a sale to another lender, is completed. Our repurchased loan amounts for the years ended December 31, 2014, 2013 and 2012 were zero, $0.2 million and $1.4 million, respectively. We repurchased no loans for the six months ended June 30, 2015 and 2014.

Cash Flows

The following table presents a summary of cash flows from operating, investing and financing activities for the six months ended June 30, 2015 and 2014 and the years ended December 31, 2014, 2013 and 2012.


	Six Months Ended June 30,						Year Ended December 31,
	2015			2014			2014			2013			2012
	(in millions)
Net cash (used for) provided by operating activities	$	(8.1	)	$	(9.8	)	$	34.0		$	16.5		$	20.6
Net cash used for investing activities		(5.4	)		(13.7	)		(21.2	)		(9.5	)		(6.1	)
Net cash provided by (used for) financing activities		6.5			18.5			(0.8	)		(2.9	)		(14.3	)

As part of our relocation product offering, we provide home equity payments to relocating customer employees, purchase the customer employees’ homes under buyout programs in certain circumstances, and provide mortgage loans for home purchases. These equity advances, purchased homes, and mortgages are classified as current assets on our balance sheet, and movements in these assets are reflected in our cash flow from operations. The cash needed to finance these assets is largely provided by our securitization facility, as well as our mortgage warehouse facilities and ABL Revolver, movements in which are reflected in our cash flow from financing activities.

Cash flows from operating activities

Net cash used for operating activities was $8.1 million in the six months ended June 30, 2015, a $1.7 million decrease compared to a net use of $9.8 million in the six months ended June 30, 2014. The decrease in net cash used was due to a $2.7 million improvement in net income adjusted for non-cash items, offset by a decline of $1.0 million in working capital movements.

Net cash provided by operating activities was $34.0 million for the year ended December 31, 2014, a $17.5 million increase compared to $16.5 million for the year ended December 31, 2013. The increase in net cash provided was due to a decrease in non-current assets and liabilities of $8.0 million, mostly due to a deferred interest payment in 2013, a $6.9 million decrease in working capital mostly related to other current liabilities and a $2.6 million improvement in net income adjusted for non-cash items.

Net cash provided by operating activities was $16.5 million for the year ended December 31, 2013, a $4.1 million decrease compared to $20.6 million for the year ended December 31, 2012. The decrease in net cash provided was due to a $13.7 million increase in working capital from higher relocation properties for resale in 2013 and changes in non-current assets and liabilities of $3.3 million from a $7.5 million reduction in deferred interest on debt settled as part of our 2013 refinancing, partly offset by a 2012 reduction in a lease termination reserve. The decreases in cash provided were partially lessened by a $12.9 million improvement in net income adjusted for non-cash items in 2013.

Cash flows from investing activities

Net cash used for investing activities was $5.4 million in the six months ended June 30, 2015, an $8.3 million decrease from the $13.7 million in the six months ended June 30, 2014. Capital expenditures were $2.0 million lower in 2015. Acquisitions in 2014 used $5.7 million of net cash. Other investing activities used $0.2 million less in 2015 and we received $0.4 million higher proceeds from the sale of property and equipment in 2015.

Net cash used for investing activities was $21.2 million in the year ended December 31, 2014, an $11.7 million increase from $9.5 million in the year ended December 31, 2013. Capital expenditures were $3.6 million higher in 2014. Acquisitions in 2014 used $5.7 million of net cash. Business and asset dispositions provided $5.2 million higher cash in 2013. Other investing activities used $2.8 million less cash in 2014.

Net cash used for investing activities was $9.5 million and $6.1 million for the years ended December 31, 2013 and 2012, respectively. Capital expenditures were $12.4 million and $10.6 million in 2013 and 2012, respectively. Proceeds of $5.5 million and $5.8 million were received in 2013 and 2012, respectively, for the sale of our U.S. Insurance Business. Net proceeds of $0.7 million were received in 2013 for the sale of the Special Products Division.

Cash flows from financing activities

Net cash provided by financing activities was $6.5 million in the six months ended June 30, 2015, a $12.0 million decrease compared to $18.5 million in the six months ended June 30, 2015, 2014. Cash flows from financing activities consist primarily of bank borrowing draw-downs and repayments and changes in our ABL Revolver and Warehouse Facilities. Net proceeds from borrowings were $8.0 million in 2015, $12.7 million lower than the net proceeds from borrowings of $20.7 million in 2014. Net proceeds from borrowing were lower primarily due to an increase in principal payments on our term loan of $8.5 million in 2015. Repayments on capital lease obligations were $0.9 million lower in 2015. Other financing activities used $0.2 million in 2015.

Net cash used for financing activities was $0.8 million in the year ended December 31, 2014, a $2.1 million decrease compared to $2.9 million in the year ended December 31, 2013. Cash flows from financing activities consist primarily of bank borrowing draw-downs and repayments and changes in our mortgage warehouse facilities and ABL Revolver. Net proceeds from borrowings were $1.6 million in 2014 or $114.7 million lower than the $116.3 million in 2013. In 2013, $109.0 million was used to redeem preferred stock. Repayments on capital lease obligations were $0.6 million higher in 2014. Debt issuance costs were $8.4 million in 2013.

Net cash used for financing activities was $2.9 million and $14.3 million for the years ended December 31, 2013 and 2012, respectively. Cash flows from financing activities consist primarily of bank borrowing draw-downs and repayments and changes in our mortgage warehouse facilities and our ABL Revolver. Net proceeds from borrowings were $116.3 million in 2013 compared to net repayments on borrowings of $12.1 million in 2012. In 2013, $109.0 million was used to redeem preferred stock. Repayments on capital lease obligations were $1.8 million and $2.2 million in 2013 and 2012, respectively. Debt issuance costs were $8.4 million in 2013.

Refinancing

In March 2013, we completed a refinancing (the “Refinancing”) by entering into the Term Loan to replace our existing term loan and second lien term loan and the ABL Revolver to replace our existing revolving credit loan. $109.0 million of the proceeds from the Term Loan were used to redeem 85,421 shares of our Series A Preferred Stock, including any accrued and unpaid dividends.

Credit Facilities

As part of the Refinancing, SIRVA Worldwide entered into the ABL Revolver, with a group of lenders, with Goldman Sachs Bank USA serving as agent for the lenders. The ABL Revolver matures on March 27, 2018. Under the terms of the ABL Revolver, we may borrow up to the maximum borrowing limit of $50.0 million less any outstanding letters of credit, subject to a borrowing base formula. The ABL Revolver provides for an advance rate of up to 85% of eligible accounts receivable of SIRVA Worldwide and certain of its subsidiaries, subject to limitations on certain accounts. All obligations under the ABL Revolver are guaranteed by certain of SIRVA Worldwide’s present and future subsidiaries. All obligations under the ABL Revolver, and the guarantees of those obligations, are secured, subject to certain exceptions, on a first-lien basis by all current assets of SIRVA Worldwide and its domestic subsidiaries, including, without limitation, accounts receivable, relocation properties held for resale, cash and cash equivalents and certain related assets and on a second-lien basis by substantially all of the other assets of SIRVA Worldwide and its domestic subsidiaries.

Borrowings under the ABL Revolver bear interest at our option, at either the London interbank rate, or a Base Rate (as defined in the ABL Revolver) plus, in each case, the applicable margin. The

applicable margin is generally determined in accordance with a pricing grid based on our excess availability (as defined in the ABL Revolver) and ranges from 1.75% to 2.25% for London interbank loans and from 0.75% to 1.25% for Base Rate loans.

The ABL Revolver contains a $30 million sub-facility for the issuance of letters of credit and a $20 million sub-facility for swing line loans that can be borrowed and repaid on a same day basis. A fixed charge coverage ratio is tested when minimum availability thresholds are not met or during the continuance of an event of default.

At June 30, 2015, there was $39.8 million of aggregate borrowing availability, $3.0 million borrowed and $16.2 million of letters of credit outstanding.

As part of the Refinancing, we entered into our Term Loan, with a group of lenders with Goldman Sachs Bank USA serving as administrative agent and collateral agent for the lenders. All obligations under our Term Loan are guaranteed by certain of SIRVA Worldwide’s present and future subsidiaries. All obligations under the Term Loan, and the guarantees of those obligations, are secured, subject to certain exceptions, on a first-lien basis by (i) a pledge of 100% of certain of the capital stock held by us or any subsidiary guarantor and (ii) substantially all of the non-current assets of SIRVA Worldwide and its domestic subsidiaries and on a second-lien basis by substantially all current assets of SIRVA Worldwide and its domestic subsidiaries, including, without limitation, accounts receivable, relocation properties held for resale, cash and cash equivalents and certain related assets.

Our Term Loan currently bears interest at a rate per annum equal to, at our option, either (i) a base rate determined by reference to the higher of (a) the prime rate, (b) the federal funds effective rate plus 0.50% and (c) the one-month LIBOR rate plus 1.00% or (ii) a LIBOR rate (for the relevant interest period, and in any event, never less than 1.25%), subject to certain adjustments, in each case plus an applicable margin. The applicable margin with respect to outstanding base rate borrowings is currently 5.25% per annum and the applicable margin with respect to outstanding LIBOR borrowings is currently 6.25% per annum. The weighted average interest rate for the Term Loan since inception through June 30, 2015 was 7.5%. The Term Loan requires principal repayments in the form of quarterly installments of $0.75 million which commenced on June 30, 2013. There was a $9.3 million prepayment of the Term Loan on June 29, 2015 which eliminated the quarterly repayments scheduled for June 30, 2015 through March 31, 2017 and reduced the future quarterly installments to $0.74 million.

The Term Loan contains a number of covenants that, among other matters, restrict SIRVA Worldwide’s ability to incur additional indebtedness, pay dividends to us, make acquisitions or engage in mergers or consolidations, and make capital expenditures or incur capital lease obligations. While the Term Loan generally permits dividends and distributions on the capital stock of SIRVA Worldwide’s subsidiaries to SIRVA Worldwide, such dividends from SIRVA Worldwide to SIRVA, Inc. are generally restricted. The Term Loan requires SIRVA Worldwide to maintain certain financial ratios, including a consolidated interest coverage ratio and consolidated leverage ratio.

The Term Loan contains customary events of default, including events of default resulting from, among other things, nonpayment of principal, interest or other amounts, failure to perform covenants, inaccuracy of representations or warranties in any material respect, cross-defaults with respect to other material indebtedness of over $7.5 million, certain undischarged judgments, the occurrence of certain ERISA or bankruptcy or insolvency events or the occurrence of a change in control (defined in the Term Loan). A bankruptcy or insolvency event of default will cause the obligations under the Term Loan to automatically become immediately due and payable.

Redemption of Series A Preferred Stock

As part of the Refinancing, $109.0 million of proceeds was used to redeem 85,421 shares of Series A Preferred Stock, including $23.6 million of accrued and unpaid dividends. Following this redemption, 99,444 shares of Series A Preferred Stock remain outstanding. In the absence of a liquidation or redemption, we have no obligation to pay cash dividends on the preferred stock; however, after the repayment of all obligations under the Term Loan and the ABL Revolver, we have the option to pay cash dividends.

Mortgage Warehouse Facilities

SIRVA Mortgage has various credit facilities to fund its mortgage loans held for resale.

SIRVA Mortgage executed master repurchase agreements with Citibank, N.A. for a $25.0 million committed revolving mortgage loan facility and a $30.0 million uncommitted revolving mortgage loan facility. These facilities expired in November 2014.

SIRVA Mortgage executed a master repurchase agreement with US Bank, N.A. for a $60.0 million committed revolving mortgage loan facility. This facility expires in July 2016. There was $37.1 million and $26.5 million outstanding against the committed revolving mortgage loan facility as of June 30, 2015 and December 31, 2014, respectively. SIRVA Mortgage will pay a monthly facility fee of 15 basis points on the committed amount of $60.0 million. This facility has dividend restrictions and financial covenants, which requires SIRVA Mortgage to maintain a minimum tangible net worth of $13.5 million, a maximum total debt to tangible net worth ratio of 12:1 at all times and a liquidity requirements, as defined in the agreement, of $6.5 million as of the end of each month.

SIRVA Mortgage executed a master repurchase agreement with Associated Bank, N.A. for a $40.0 million committed revolving mortgage loan facility. This facility expires in July 2016. There was $34.0 million and $27.9 million outstanding against the committed revolving mortgage loan facility as of June 30, 2015 and December 31, 2014, respectively. This facility has dividend restrictions and financial covenants, which requires SIRVA Mortgage to maintain a minimum tangible net worth of $13.5 million, a maximum total debt to tangible net worth ratio of 12:1 at all times and an unencumbered cash requirement of $3.0 million as of the end of each month.

We expect to extend each of these facilities for additional one-year terms upon their respective expirations.

During the six months ended June 30, 2015 and 2014 and the years ended December 31, 2014, 2013 and 2012, interest on these facilities was payable monthly at a rate equivalent to LIBOR plus 225 basis points to 350 basis points with a floor of zero to 3.50% (contract rates of 2.74% and 2.75% at June 30, 2015 and December 31, 2014 and 3.25% and 3.67% at December 31, 2013). The interest rate spread varies depending upon such factors as the type of mortgage financed, amount of time a mortgage loan has been closed and not yet sold to investors and other factors. Interest expense of $0.5 million and $0.7 million for the six months ended June 30, 2015 and 2014, respectively, and $1.6 million, $1.8 million and $1.9 million for the years ended December 31, 2014, 2013 and 2012, respectively, is recorded in other direct expense in the Consolidated Statements of Operations.

Securitization Facilities

Relocation Receivable Securitization

We have a program to sell certain receivables generated by SIRVA Relocation which expires in December 2016. In April 2015, the maximum capacity under the facility was increased from $100.0

million to $130.0 million. As of June 30, 2015 approximately 81% of the facility had been utilized. The receivables are primarily service fees, home equity advances and other payments made on behalf of relocating employees and corporate customers. Invoice due dates typically range from seven to 60 days. The equity payments are evidenced by promissory notes executed by the relocating employees and/or supported by the underlying value of the relocating employees’ properties and contract arrangements with corporate customers. The equity advances generally are due within 180 to 270 days or upon the earlier sale of the underlying property.

SIRVA Relocation sells receivable portfolios to SIRVA Relocation Credit, LLC (“SRC”). The receivables securitization program is accounted for as a sale of financial assets. At each sales transaction, SRC transfers its ownership in all of its receivable on a non-recourse basis to a third-party financial institution in exchange for a cash advance and a securitization receivable. SRC’s assets are not available to pay our general obligations. The program does not contain any financial covenants, but does contain cross-default provisions to our ABL Revolver and Term Loan and requirements for financial reporting and actions consistent with the maintenance and servicing of the receivable obligations.

Critical Accounting Policies

The preparation of financial statements in conformity with U.S. generally accepted accounting principles requires management to make estimates and assumptions that affect the amounts reported in the consolidated financial statements and accompanying notes. We believe that the following are critical areas that either require significant judgment by management or may be affected by changes in general market conditions outside the control of management. As a result, changes in estimates and general market conditions could cause actual results to differ materially from future expected results.

The accounting policies we believe to be most critical to understanding our financial results and condition and that require complex and subjective management judgments are discussed below.

Income Taxes

Our income tax expense, deferred tax assets and liabilities and reserves for unrecognized tax benefits reflect management’s best assessment of estimated future taxes to be paid. We are subject to income taxes in both the U.S. and numerous foreign jurisdictions. Significant judgments and estimates are required in determining the consolidated income tax expense. Deferred income taxes arise from temporary differences between the tax and financial statement recognition of revenue and expense. In evaluating our ability to recover our deferred tax assets within the jurisdiction from which they arise we consider all available positive and negative evidence, including scheduled reversals of deferred tax liabilities, projected future taxable income, tax planning strategies and recent financial operations. Management assesses the available positive and negative evidence to estimate if sufficient future taxable income will be generated to realize the existing deferred tax assets. A significant piece of objective positive evidence evaluated was the cumulative pre-tax income incurred over the three-year period ended December 31, 2014. On the basis of this evaluation, substantially all of the U.S. valuation allowance for the net deferred tax assets which had been recorded at December 31, 2013 was reversed as of December 31, 2014. Due to no longer providing for a valuation allowance and the relative amount of income or loss earned in the various jurisdictions we expect our effective tax rate to increase from approximately 4% in 2013 to an estimated 34% by 2016.

Our ability to utilize our NOLs and other tax attributes is limited if we undergo an “ownership change” within the meaning of Section 382 of the Code. An ownership change is generally defined as a greater than 50 percentage point increase in equity ownership by five-percent shareholders in any

three-year period. Due to prior ownership changes under these provisions, we are limited to $39.0 million of tax benefits from U.S. federal net operating losses and $8.1 million of tax benefits from state net operating losses reported at December 31, 2014. U.S. federal net operating losses will begin to expire in 2023.

Changes in tax laws and rates could also affect recorded deferred tax assets and liabilities in the future. Management is not aware of any such changes that would have a material effect on our results of operations, cash flows or financial position.

The calculation of our tax liabilities involves dealing with uncertainties in the application of complex tax laws and regulations in a multitude of jurisdictions across our global operations.

Tax benefits from an uncertain tax position are recognized when it is more likely than not that the position will be sustained upon examination, including resolutions of any related appeals or litigation processes, based on the technical merits. We adjust our liabilities for uncertain tax positions when our judgment changes as a result of the evaluation of new information not previously available. Due to the complexity of some of these uncertainties, the ultimate resolution may result in a payment that is materially different from our current estimate of the tax liabilities. These differences will be reflected as increases or decreases to income tax expense in the period in which they are determined. There are no unrecognized tax benefits expected to be settled in the next 12 months.

Pension Benefits

We have a qualified defined benefit pension plan covering certain of our domestic employees. This defined benefit pension plan was amended in 2002 to freeze participation and benefit accruals. We also have an unfunded, nonqualified plan that provides retirement benefits not otherwise provided under the qualified plan, because of the benefit limitations imposed by Sections 415 and 401(a)(17) of the Code. This plan ensures that an executive receives the total pension benefit to which he or she otherwise would be entitled, were it not for such limitation. Several statistical and other factors, which attempt to anticipate future events, are used in calculating the expense and liability related to the plans. Key factors include assumptions about the expected rates of return on plan assets and discount rates, as determined by us, within certain guidelines. We consider market conditions, including changes in investment returns and interest rates, in making these assumptions.

We determine the expected long-term rate of return on plan assets based on the plan assets’ historical long-term investment performance, current asset allocation, and estimates of future long-term returns by asset class.

Plan assets are comprised of equity and fixed income securities. The expected rate of return on plan assets is a long-term assumption and generally does not change annually. The discount rate reflects the market rate for high-quality fixed income debt instruments on our annual measurement date (December 31) and is subject to change each year. Holding all other assumptions constant, a 1% increase or decrease in the assumed rate of return on plan assets would have decreased or increased, respectively, 2014 net periodic pension expense by approximately $1.2 million. Likewise, a 0.25% increase or decrease in the discount rate would have decreased or increased, respectively, 2014 net periodic pension expense by approximately $0.3 million.

Unrecognized actuarial gains and losses are being recognized over approximately an 8-year period, which represents the expected remaining service life of the employee group. Unrecognized actuarial gains and losses arise from several factors including experience and assumption changes in the obligations and from the difference between expected returns and actual returns on plan assets.

We have recorded unrecognized actuarial losses within accumulated other comprehensive loss, net of tax. These unrecognized losses will be systematically recognized from accumulated other comprehensive loss as an increase in future net periodic pension expense. Similarly, actuarial gains and losses that arise in the future, which have not yet been recognized as a component of net periodic benefit cost will be recognized as increases or decreases in other comprehensive income, net of tax, in the period they arise. The actuarial assumptions we use in determining our pension benefits may differ materially from actual results because of changing market and economic conditions, higher or lower withdrawal rates or longer or shorter life spans of participants. While we believe that the assumptions used are appropriate, differences in actual experience or changes in assumptions might materially affect our financial position or results of operations.

Contractual Obligations

The following table provides a summary at December 31, 2014 of our contractual cash obligations:


	Payments Due by Period
	Total		Less than 1 year		1-3 years		3-5 years		After 5 years
	(in millions)
Contractual obligations
Long-term debt(a)	$	295.4	$	3.6	$	6.0	$	285.8	$	—
Interest payments on long-term debt(b)		91.7		22.3		42.9		26.5		—
Operating leases		81.1		14.3		22.2		17.4		27.2
Household goods claim reserves(c)		13.9		13.3		0.6		—		—
Capital lease obligations (including interest payments)		1.8		1.4		0.4		—		—

Total contractual cash obligations	$	483.9	$	54.9	$	72.1	$	329.7	$	27.2

(a)	Long-term debt includes principal payments related to our $300.0 million Term Loan and other debt and excludes capital lease obligations.

(b)	The following assumptions were made for interest payments on long-term debt:

$300.0 million Term Loan—A floating interest rate on the principal outstanding of 7.5% is assumed for 2015 and all years thereafter.

$50.0 million ABL Revolver—Interest on borrowings under our revolving credit facility is excluded because at December 31, 2014 no amounts were outstanding.

(c)	Estimated costs to settle claims related to household goods damage and loss.

Pension Plans

Our policy is to fund our pension plans as required by the Employee Retirement Income Security Act (“ERISA”), the IRS and local statutory law. As of December 31, 2014, our aggregate pension liability was $42.6 million. We currently estimate that we will contribute approximately $4.6 million to our pension plans in 2015, as determined by minimum required contribution calculations. Due to the future impact of various market conditions, rates of return and changes in plan participants, we cannot provide a meaningful estimate of our future pension plan contributions beyond 2015.

Off-Balance Sheet Arrangements

We have an off-balance sheet arrangement that enables us to sell up to $130.0 million of certain receivables to an independent third-party financial institution in order to provide a cost effective way to offer home equity payments to our relocation services customers. The receivables are primarily for service fees, home equity payments, final equity payments, lump sum payments, employee expense reimbursements and third-party payments advanced by us and are collateralized by promissory notes, the underlying value of the properties and contract arrangements with the corporate customers. Invoice due dates typically range from seven to 60 days. The equity payment terms can extend to 180 to 270 days or upon the sale of the underlying property. Under the terms of the sales agreement, we are responsible to service the equity advances and other payments during their life, including administration and collection on the receivables, on behalf of the independent third-party financial institution. Servicing fees we receive under the sales agreement are deemed adequate compensation to us for performing the servicing; accordingly, no servicing asset or liability has been recognized. As of June 30, 2015, 81.3% of the facility has been utilized. Proceeds from receivables sold exceeded collections paid by $23.3 million, $31.6 million and $3.7 million for the six months ended June 30, 2015 and the years ended December 31, 2014 and 2013, respectively.

The program does not contain any financial covenants, but does contain cross-default provisions to our ABL Revolver and Term Loan and requirements for financial reporting and actions consistent with the maintenance and servicing of the receivable obligations.

Quantitative and Qualitative Disclosures about Market Risk

We are exposed to various market risks, including changes in interest rates and foreign currency exchange rates.

Interest Rate Risk

We are exposed to various interest rate risks that arise in the normal course of business. We finance our operations with borrowings comprised primarily of variable rate indebtedness. Significant increases in interest rates could adversely affect our operating margins, results of operations and our ability to service indebtedness. Because our Term Loan has a LIBOR floor of 1.25%, a 1% increase in market rates would not have increased our gross interest expense for the year ended December 31, 2014. A 1% increase in the effective interest rate would have increased our gross interest expense by $3.1 million for the year ended December 31, 2014. The interest rate swap instruments described below will not mitigate the impact of a rate increase until the 90 day LIBOR rate exceeds 2.5%.

We utilize interest rate agreements to manage interest rate exposure. The principal objective of such contracts is to minimize the risks and/or costs associated with financial activities. We do not utilize financial instruments for trading purposes. The counterparties to these contractual arrangements are financial institutions with which we also have other financial relationships. We are exposed to credit loss in the event of nonperformance by these counterparties, but we have no reason to anticipate non-performance by the other parties.

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We have an interest rate cap agreement that limits the impact of rising interest rates on a portion of our variable rate term loan. The agreement requires the counterparty to pay our incremental interest expense on any incremental rate increase over the cap rate for the stated notational principal amount. This agreement qualifies for hedge accounting treatment, therefore, market rate changes in the effective portion of this derivative are reported in accumulated other comprehensive income. The following table provides a summary of the interest rate cap agreement:


Capped Interest Rate (90-day Libor)	2.5%	3.5%	4.0%	5.0%
Notional amount	$150,000,000	$125,000,000	$100,000,000	$75,000,000
Effective date	7/2/2014	4/1/2015	4/1/2016	4/1/2017
Expiration date	3/31/2015	3/31/2016	3/31/2017	3/31/2018
Counterparty	JPMorgan Chase	JPMorgan Chase	JPMorgan Chase	JPMorgan Chase

We are also exposed to interest rate risk arising from our interest rate lock commitments issued on residential mortgage loans intended to be held for sale and mortgages held for sale. We use a combination of forward contracts for the sales of loans, forward sales of mortgage-backed securities and call or put options on U.S. Treasury futures to manage our exposure to this interest rate risk.

Foreign Currency Risk

Assets, liabilities and commitments that are to be settled in cash and are denominated in foreign currencies for transaction purposes are sensitive to changes in currency exchange rates. All material trade receivable balances are denominated in the host currency of the local operation. For the years ended December 31, 2014, 2013 and 2012, we recognized currency losses of $0.5 million, $0.9 million and an insignificant amount, respectively, for transactional related items.

Recent Accounting Pronouncements

On May 28, 2014, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) 2014-09 Revenue from Contracts with Customers. The objective of ASU 2014-09 is to (1) remove inconsistencies and weaknesses in revenue requirements, (2) provide a more robust framework for addressing revenue issues, (3) improve comparability of revenue recognition practices across entities, industries, jurisdictions, and capital markets, (4) provide more useful information to users of financial statements through improved disclosure requirements, and (5) simplify the preparation of financial statements by reducing the number of requirements to which an entity must refer. For public organizations, the guidance in ASU 2014-09 is effective for annual reporting periods beginning after December 15, 2017, including interim reporting periods within that reporting period. Early application is not permitted. We have not yet determined what impact, if any, the new guidance will have on our financial condition or results of operations.

Excluding ASU 2014-09, which has not been evaluated, there are no accounting standards that, when adopted, are expected to materially affect our financial condition or results of operations. See Note 2 “Summary of Significant Accounting Policies” to the Company’s audited financial statements included elsewhere in this prospectus.

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BUSINESS

According to the 2014 Workforce Management Relocation Hotlist (the “Relocation Hotlist”), SIRVA held a 26% volume share globally in relocation services in 2014 among companies that self-report to the Relocation Hotlist. In 2014, we executed over 333,000 relocations and moves, 55% of these were relocations with our contracted corporate customers, 38% were moves with individual consumers and 7% were relocations with contracted government customers. We served more than 1,800 corporate customers in 2014, including approximately 25% of the Fortune 500 and 60% of the Dow Jones 30, and many government agencies. Our corporate contracts typically have terms ranging from one to four years. We have long-standing relationships with our corporate customers with average retention rates reaching 98% for the period from 2012 to 2014 in our Relocation Services segment. We have a diversified customer base, with no single customer accounting for more than 3.2% of our service revenue in 2014 and our top ten customers accounting for approximately 16.8% of our service revenue in 2014. Our approximately 2,700 employees, located both within our offices and on-site within our customers’ human resources departments, provide a customized solution for each relocating employee. We provide moving services through our leading moving network, which includes third-party providers and franchise staff members, operating under our leading Allied and northAmerican brands.

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The following is an example of the transfer of an employee with a family from New York to Beijing and illustrates the relocation and moving services that we provide:

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A relocation and moving event typically triggers many challenging questions for the employee and the employee’s family, including:

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Will we be happy and successful in a new location and in a new culture?

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Will my spouse/partner find a new job and will my kids find a good school?

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How will my family fit into the new culture, find friends and adjust while I try to be successful at my new job?

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What do I do with my current home—sell it or rent it?

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Do I buy or rent my new home?

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How will we move all of our personal things to our new home?

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How can I ensure I am compliant with domestic tax laws and those in the new country I’m going to?

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What visas are needed and what are the new local HR requirements?

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What happens with my domestic and international taxes?

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What are the new human resource requirements?

We assist the corporation, the relocating employee and the relocating employee’s family in meeting these challenges.

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Our Operating Segments

Relocation Services

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support, among many other services available. The more basic relocation packages consist of only a few of these services. We earn revenue through program, service, and referral fees and through fees we earn from providing home sale assistance and mortgage services. In 2014, Relocation Services represented 33.5% of Net Service Revenue.

Moving Services

Through this segment we provide the movement of household goods for U.S.-based contracts. We are one of the leading providers of moving services in North America and globally. According to the American Moving and Storage Association (“AMSA”), we had a 28% U.S. market share for interstate consumer moves in 2014 among companies that self-report to AMSA. The Moving Services segment maintains contracts with corporate and government customers that are distinct from the contracts entered into by our Relocation Services segment. In addition, the Moving Services segment performs moves for corporate customers under contract and directly for consumers. In 2014, we completed 168,969 moves. Of these moves, 50% were generated from contracts with corporate and military customers and 50% were direct with consumers. The moves executed are primarily interstate and international professional moves. Moving Services receives a share of all moving revenue related to interstate and international moves. We manage a global agent network, akin to a franchise program, through which moves are executed. We own the Allied and northAmerican brands, and provide agents/franchisees with marketing, technology and revenue/expense services. The agents/franchisees are responsible for all asset purchases, including trucks and trailers, and employ the labor used to execute moves. In 2014, Moving Services represented 34.3% of Net Service Revenue.

Growth Markets

Australia

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$60.9 million, $70.9 million and $84.5 million, respectively, and net income (loss) was $(1.4) million, $9.7 million and $60.7 million, respectively. For the six months ended June 30, 2015, our service revenue was $664.1 million, Net Service Revenue was $236.1 million, Adjusted EBITDA was $34.1 million and net income was $3.8 million. For information on how we define Adjusted EBITDA and Net Service Revenue and reconciliations of net income (loss) to Adjusted EBITDA and service revenue to Net Service Revenue, see “Summary—Summary Historical Financial and Other Data.”

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Industry Overview

The global relocation and moving services markets are large and growing and consist of a range of diversified services that enable corporations and government institutions to deploy executives and key personnel to locations throughout the world. The talent needs of multi-national corporations are becoming increasingly global and complex. Strategic business decisions normally depend upon the deployment of employees to the most important projects with speed and agility, which drives demand for relocation services. These services consist of managing numerous, distinct relocation and move events involving the relocation of the employee, their family and the employee’s household goods from their originating location to a destination location, while also managing the related legal requirements, visa and immigration requirements, human resources policies and needs specific to the relocating employee.

U.S. Market

In 2014, 89% of the U.S.-based corporations surveyed by Worldwide ERC outsourced their mobility services to an external provider. Although large corporations often have a relocation function

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or capability within their human resources departments, they do not typically possess the domain expertise or local resources across diverse geographies required to manage the numerous processes involved in a relocation. Accordingly, most corporations outsource these functions to relocation services providers to leverage the provider’s scale, expertise and technology.

Third-party research describes U.S. mobility services as consisting of various component services, with relocation services and moving services as the two largest component services.

The U.S. mobility services market is well developed and is the largest mobility services market in the world:

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International Markets

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Our Customers’ Key Buying Criteria

Multi-national corporations are often seeking a “one-stop-shop” outsourcing relationship with their relocation and moving services provider in order to better address the complexity of relocating employees while also achieving operational and cost efficiencies. We believe the key factors used by multi-national corporations in selecting an outsourced relocation and moving services provider are:

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Quality of the Experience. Deliver a high level of satisfaction and a timely, convenient delivery to the relocating employee of a quality relocation and moving experience.

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Technology. Provide technology that integrates with customer’s IT systems, interfaces with relocating employees and allows for real time access regardless of location through mobile applications and reporting capabilities to meet a corporation’s needs for deploying staff worldwide to meet strategic initiatives.

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Global Presence. Produce a consistent experience regardless of location in the world, even in developing or remote countries, and to provide tailored solutions to help relocating employees that find some new environments or societies a challenge to assimilate within.

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Scale. Have the operational capabilities to handle any relocation, regardless of size or volume, from a single employee relocation to the group move of an entire corporate division.

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New Product Innovation. Create new services that are customized to the unique needs of each customer’s corporate organization and innovate with value-added services for the relocating employee and their family.

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Scope of Expertise. Expertise and experience in handling the complexities of a global relocation and moving program, including legal, tax, employment regulations, payroll and HR policies in the countries in which the customer operates.

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Supply Chain Management and Efficiency. Provide the service and quality through a competitive and cost-effective supply chain on a global basis, wherever the corporation may operate.

Secular Drivers of Growth in Relocation and Moving Services

We believe the relocation and moving services industry is supported by the following secular growth drivers:

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Globalization. As corporations expand their global reach and enter new markets, the lack of sufficient local talent in key growth areas and the emergence of new multi-national corporations in developing economies is likely to increase the need to deploy employees around the world.

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Corporate Activity and Investment. As economic and political conditions improve, businesses are more inclined to undertake new corporate initiatives, projects and investments, which can lead to increased relocations to execute these initiatives.

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Employment Levels. Employment growth typically results in increased need for the relocation of executives and key personnel to the locations where they can make the highest impact and results in an increase in the relocation benefits provided by a corporation to an employee as the competition for talent increases.

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GDP Growth. Improving macroeconomic conditions can result in multi-national corporations seeking to expand the size of their workforce in various markets, which can increase their executive and key employee relocation volumes.

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Industry-Specific Growth Drivers

We believe the following industry trends further support growth in the mobility services industry:

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International Relocation Dynamics. As businesses expand globally into emerging markets, they face a growing need to deploy talent to the most critical parts of their business in key growth regions. As a result, many businesses are not merely transferring talent on an “expat” basis but are creating flexible global organizations that deploy talent around the world continually.

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Complex Regulatory Environment. Increasingly complex government regulations and compliance requirements associated with international relocations are placing an added burden on corporations due to changing local laws in tax, immigration, employment and other human resources regulations. These more complex regulatory environments require particular expertise and a local presence in foreign markets. The high costs of failure associated with a corporation’s inability to manage these processes can be significantly disruptive to its business operations. For example, the risk of failure is high if an executive has problems with a work permit while on an expat assignment or if the relocating employee encounters issues with U.S. or local taxes.

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Shift To Outsourcing. Human resources departments do not typically possess the expertise or local resources in every country in the world to manage the numerous processes involved in a mobility event. “In-house” relocation programs can be costly to operate. As a result, corporations seek outsourced mobility services providers that can provide more comprehensive service offerings and global networks to provide the required expertise worldwide and reduce the administrative costs associated with complex relocations.

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Employee and Organizational Dynamics. In addition, corporations are increasingly focused on retaining the employee after a relocation, and to create a more flexible or mobile organization. As a result, many HR departments and corporate leaders continually attempt to improve their relocation programs and to enhance the experience for their employees as they transfer between different corporate offices and locations.

As a leading, globally-integrated mobility services provider, we believe we are positioned to capitalize on growth opportunities resulting from these industry dynamics and secular drivers.

Competitive Strengths

The following is a description of the competitive strengths that have helped establish SIRVA as a leading global relocation and moving service provider:

Our Expertise Across a Broad Suite of Service Offerings

We take ownership of the key aspects of our customers’ global relocation programs and deliver over 50 distinct service offerings through our in-house experts, our network of exclusive agents and franchises and our third-party providers. Our broad suite of services enables us to provide a customized solution for each relocation, including employee-specific services at origin, moving of household goods and destination services, and in the case of an international relocation, on-going expatriate services over the course of the employees’ foreign assignment. We believe our extensive global experience servicing Fortune Global 500 companies, mid-size companies and small businesses enables us to accurately anticipate the complexities inherent in any relocation. Our employees are highly trained, and our team of relocation and moving experts includes individuals who hold the Certified Relocation Professional designation and the Global Mobility Specialist designation, each granted by Worldwide ERC, and who are certified public accountants and licensed real estate brokers. In addition to providing an enhanced employee experience and better control, we believe our expertise

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reduces the risk of non-compliance with laws in different geographies. This helps prevent some of the most critical and costly errors for our customers, such as the deportation of a transferred executive due to an unforeseen visa problem or compensation, payroll and tax issues in the United States or a foreign country due to inaccurate reporting.

Our Integrated Relocation and Moving Capabilities

Our Global Scale

Our Well-Recognized Global Brands

Our Local Delivery and Execution

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provides increased safety for the relocating employee’s family and protection over their personal information by directly delivering services, such as visa assistance.

Our Leading Technology Capability

Our Management Team

Growth Strategies

Continue to Grow Our Market Share and Win New Customers

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market. We are focused on offering customizable solutions, which enable us to win business and develop long-standing relationships with our customers. We have a 98% customer retention rate in each year from 2012 to 2014 for our corporate customers in our Relocation Services segment and an over 99% retention rate for our corporate and government institution customers in our Australia segment.

Increase the Number of Services Sold to Current Customers

Expand Globally

Continued New Product Development

We intend to continue to develop and market new technologies and tools that are designed to solidify our market position, expand our customer base, convert internet leads into revenue generating

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opportunities and be more responsive to our customers’ needs. We have several projects in various stages of development that we believe can be commercialized into attractive organic growth opportunities. Certain projects in development involve combining our industry expertise, global reach and proprietary technology platform to provide our customers with highly customized solutions. For example, we have recently developed a corporate human resources portal to enable human resources departments to access our relocation services directly, commercialized a global cost estimator and implemented a new reporting tool and data analytics service called SIRVAlytics. Additionally, we are working on expanding our service offerings to increase customer usage of services, such as expatriate compensation and tax support services.

Expand Into Adjacent Markets

Improve Our Productivity and Drive Pricing Through Product Innovation

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Differentiated Delivery Model

The following graphic illustrates examples of the services that we provide and the activities that are performed by our agent network:

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Our Role in Moving

We act as a network manager for our agents and franchises, providing technology-enabled services associated with a move, including: integrated logistics and information services, IT systems, load optimization, billing, insurance, collection and claims handling, international customs clearance, valuables protection, and additional value-added services such as fine art storage, wine transport, family pet relocation, and other services required in a move.

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Agents’ and Franchises’ Role in Moving

Our agents and franchises are independently-owned and work with us on an exclusive basis under standardized contracts that we execute with each agent/franchisee. In 2013, we entered into multi-year agreements with our agent/franchise network that expire in January 2018. The agents and franchises own the trucks and trailers used in moves and provide the capital and labor-intensive services of the move, including in-home surveying, packing, loading, transportation, unloading and unpacking. Our agents and franchises provide moving services for intrastate, interstate and international households, office and industrial moves, and also records management and storage. We compensate the agents and franchises pursuant to our contractual arrangement with them and the related services they provide to our customers. Corporate customers primarily contract with us or the agent directly for services, and pricing is set by us based upon a discount to a contracted tariff rate. Government institutions contract with us or the agent directly for services, and all pricing is set by us. Consumers contract with either us or the agent directly, and pricing is set by us for the line haul portion of the consumer move, and the agent has an option to modify their compensation based on local service requirements for specific consumers. In addition, pricing for certain ancillary services required for a specific move is determined by the agent.

Our agent agreements appoint our agents to provide services, such as in-home surveying, packing, loading, transportation, unloading and unpacking for the shipment of household goods and other items as part of a relocation. Our agents agree to conduct their businesses pursuant to rules, regulations and standards established by us and operate under permits and licenses that we hold in order to transport household goods and other freight across state lines. We collect all revenue associated with the move and pass through a portion of this revenue to our agents. The amount of revenue we retain is largely dependent upon the size and distance of the move and value of the contents. Typically, we do not realize any revenue from the intrastate movement of goods by our agents unless such intrastate movements are originated by us. Additionally, we do not receive revenue from ancillary services our agents provide in connection with a move such as packing and unpacking. Our agents also agree to contribute a percentage of their revenue to marketing funds that are collectively used to promote the Allied and northAmerican brands and to contribute to a collective self-insurance fund.

Our franchise agreements grant our franchises the exclusive right to use our trademarks in their country of operation. Our franchises agree to conduct their businesses pursuant to rules, regulation and standards established by us. The revenue we earn under our franchise agreement is an annual fixed license fee (based upon a percentage of sales) paid by the franchise for the exclusive right to use our trademarks. The franchise also agrees that it will use our moving network in connection with moves into or out of countries where we have an agent/franchise presence.

Our Services and Solutions

We offer over 50 distinct relocation and moving services. Our services assist our customers at every stage of an international or domestic relocation or move. For example, our employees provide consulting, relocation and moving policy services and program development, vendor management, satisfaction surveys, and education seminars.

Our in-house services are provided through our operating centers domestically and internationally to meet the global relocation needs of our customers. Our relocation and moving services are provided by a team of approximately 2,500 employees located around the world. Visa and immigration law, rental assistance, language schools, compensation services, expat tax support, cross-cultural training, and other relocation services require very specific domain expertise and are performed by either our own internal domain specialists or by third-parties.

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Corporate Services

We provide consulting services to facilitate the development of our customer’s relocation programs and policies to best meet their corporate needs and the relocation requirements of their employees. We provide competitive benchmarks for a corporation’s policy and provide cost analyses of various policy options to help our corporate customers implement successful and competitive programs.

As part of our ongoing relationship with our corporate customers, we also provide management reporting, educational seminars and other tools to help ensure that their relocation and moving needs are being met. We have also developed applications, including an interactive dashboard, an ad-hoc report writer, and a dynamic report library, which provide detailed overviews of all ongoing relocations, associated expenses and service utilization. These applications enable human resources departments to better track all aspects of their relocation processes and manage the corporation’s relocation programs. These tools also support our customers’ budgeting and accrual reporting process. We work with our customers and receive ongoing feedback from them through many applications, including our customer satisfaction surveys, to enhance our service quality.

Employee Services

Relocating employees of our corporate customers require services that vary depending on the overall relocation objectives of the corporation, and the destination and origin locations involved with a relocation assignment. The relocation services are described in the corporate customer’s relocation policies and include services at the origin, transport policies, destination services and on-going services. We provide a broad range of services that support transferring employees at their origin and destination, and utilize our global network of agents across 170 countries and our 1,475 company-operated and agent/franchise locations to provide our customers with access to leading professionals in fields where assistance may be required.

Employee Services—Origin. Transferring employees receive policy counseling at the outset of their move and throughout the move to help ensure understanding, compliance and satisfaction. We provide an upfront assessment and pre-decision services for employees prior to a relocation, which is designed to improve the success rate of transfers for the corporate customer.

The type and breadth of origin services are dependent on whether the employee is a homeowner or renter. Origin services may include home sale assistance, property management or lease cancellation. Through our network of real estate brokers, we assist our corporate relocating employees in selling their existing home and in many cases, the purchase of a new home. We work with leading third-party real estate professionals in each location where we operate and are able to offer our customers access to premium services. Real estate brokers are compensated based upon a percentage of the value of the home sold. The real estate broker commission is passed on to the customer as a third-party service cost in connection with the sale of the home except under our premium home sale product.

Employee Services—Move. Each transferring employee requires transportation of household goods, provided through our agent/franchise network, which enables us to ensure service quality and timely delivery of their goods. We also provide employee counseling and many other services to meet the employee’s moving needs. For example in some cases, the employee’s goods require short- or long-term household goods storage, air shipments, multiple locations, and other moving services, depending on the type of assignment.

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Employee Services—Destination. Depending on the nature of the employee’s move, destination services may include home finding, mortgage support, rental assistance, temporary living accommodation, and other destination services. These services are provided by us and our extensive network of local providers throughout the world.

We also support the employee’s family needs as required in the customer’s policy. We provide assistance services to the family, such as school search, spouse/partner job search and other family needs. For international assignments, we can also provide education, expat tax, expense management, language, visa, immigration and cultural training services.

Employee Services—Ongoing. We offer ongoing services, including compensation and payroll administration, expense management, property management, tax services, work permit support, cultural training, language services, and many other services to support the family during the expat assignment. We provide these services throughout the employee’s relocation. As the employee incurs expenses associated with their relocation, they can utilize our technology tools to ensure they are reimbursed for their expenses. These expenses can be audited and reviewed by us under the tax guidelines associated with relocation activities, which differ by the tax code in each country. International and cross-regional relocations typically require ongoing support services. These ongoing services provide us with incremental recurring revenue opportunities.

We generate revenue in connection with the various types of employee services we provide in a relocation. In connection with our premium home sale product, revenue is generated based upon a fixed percentage of the selling price of the home. The fixed percentage charged for our premium home sale product varies by customer based upon customer-specific characteristics, including the average cost of home values for the customer’s relocating employees. For products other than the premium home sale product, we generate revenue based upon transaction fees per relocating employee or transaction fees for a particular service, such as corporate housing and global compensation reporting. We also collect referral fees from service providers upon referral of services. These referral fees are negotiated with the individual service providers.

Moving Services

We provide moving, logistics and technology-enabled solutions to our customers in the U.S. and Canada through our Allied and northAmerican agent/franchise network. The local agents and franchises in our network operate under our brands, perform capital and labor-intensive moving services, and own trucks and other assets required to perform physical moving. We provide moving services associated with large and complex international and domestic moves, as well as smaller interstate moves.

For international relocations and moves, we operate under the Allied brands to implement the moving of household goods outside of the United States.

We generate revenue from our moving services based upon a combination of the weight of the goods, the distance the goods will travel, the complexity of the move and the timing of the move.

Technology Platform

As a relocation and moving services provider focused on high quality customer experience and efficient operations, our technology capability is core to our business model and customer value proposition. Our technology team has approximately 150 employees and a dedicated IT expenditures budget. We utilize technology to provide our customers and third-party providers with a global technology platform securely connecting each service provider involved in the relocation within our

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flexible technology framework. The following graphic illustrates the role of our technology platform in connecting us, our customers, agents, franchises and third-party providers.

Our technological capabilities have been acknowledged by our customers and technology experts. In 2014, we were named on the Information Week 500 list of top technology innovators, an annual listing of the most innovative corporate users of business technology in the United States across all industries, for the 12th consecutive year.

The Benefits of Our Technology

Our technology platform connects us to our corporate customers, their human resource teams, their relocating employees, our consumers, our agents, our franchises and our third-party providers, and provides a platform with applications that help each party in the relocation process to execute through us and with each other. In addition to creating an enhanced user experience for the customer, our technology platform allows us to operate more efficiently in managing the relocation process. We believe our technology platform is a key differentiator from our competitors, and that it enables us to develop close and deep relationships with our relocating employees and customers.

Technology for Our Corporate Customers and Their Human Resources Departments. Our technology platform provides our corporate customers and their HR departments with integrated real-time access to the data associated with its relocation processes through an interactive dashboard and customized portals, which simplifies the tasks of overseeing, managing, estimating, and administering our relocation and moving services. We provide a broad range of applications with tools such as cost calculators, accrual reporting in multiple formats, audit changes with history tracking, automated initiation and authorization process, employee details screens and expense management systems.

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Technology for Relocating Employees and Consumers

We have a well-developed proprietary and scalable software-as-a-service system, including iMove.com, our mobile task manager, and Xpress Marketplace (described below), to support our operations and provide 24/7 global support to our customers. Additionally, we have developed a large variety of applications, including online needs assessments, personal task managers, electronic expense submission and management, message center, household goods tracking, applications for iPhone and Android, digital journal, policy documents and destination tools, to help relocating employees and consumers better manage their relocation process.

Technology for Agents/Franchises and Suppliers

We have developed sophisticated technology solutions for our agents, franchises and third-party providers. For example in our moving operations, we provide an integrated IT solution to manage the entire order lifecycle from the lead at the first customer contact through the entire sales process until the customer accepts the order. Our IT systems facilitate the in-home survey of household goods by our agents and provide dynamic pricing information for moves. We also utilize logistics systems, which allow us to maximize the capacity of our network and optimize work streams. For example in our relocation operations, we provide an integrated IT solution to manage the entire relocation process to seamlessly connect the corporate customer, employee, SIRVA, and all third party providers of specialized domain expertise in 170 countries worldwide.

New Products and Innovation

Xpress Marketplace

In October 2013, we launched our Xpress Marketplace, an internet solution for relocation and moving services, which enables corporate relocating employees to easily manage their lump sum benefits online and enables human resources departments to administer their lump sum programs. Xpress Marketplace offers employees the information they need to relocate in one convenient location and also provides access to premier vendors that provide high quality service. Within the Xpress Marketplace portal, employees can manage their lump sum benefits with tools that enable enhanced expense management and greater transparency into their spending. Human resources departments can gain clarity into employee lump sum spending, allowing them to refine their relocation policies and reimbursement amounts to reflect true costs. Additionally, the portal simplifies corporate reporting and reduces administrative paperwork by enabling companies to authorize and deliver services before employees are on payroll, which improves the employee’s onboarding experience.

We expect that the Xpress Marketplace will enable us to expand beyond the employees of our corporate customers to address the needs of consumers. The portal offers a comprehensive database of relocation and moving services and provides consumers with an opportunity to implement a relocation independently.

Other Technology Initiatives

Our other technology initiatives include enhancements to our internal operating systems and software infrastructure to increase our customer’s experience, enhance quality, increase our efficiency, and to reduce the operation costs. We are focused on introducing new processes and IT systems to upgrade our capabilities and achieve cost reductions and improve productivity.

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Our Principal Stockholders

Aurora Capital Group

Aurora Capital Group, founded in 1991, is a Los Angeles-based private investment firm. Aurora’s Resurgence Funds focus on investing in equity and debt securities of middle-market companies. Aurora acts as a constructive partner with management teams and other stakeholders to help drive financial growth and operational improvements. Its broad investment mandate allows Aurora to be a flexible source of capital in creating tailored solutions for companies across a variety of industries.

Equity Group Investments

Equity Group Investments is a Chicago-based private investment firm founded by Sam Zell over 40 years ago. The firm’s current investment portfolio has equity interests in real estate, energy, logistics, transportation, media and healthcare. EGI’s current holdings also include fixed-income investments in public and private companies.

Our Customers

We have more than 1,800 customers, consisting of a diverse mix of leading multinational, national, mid-sized regional corporations and government institutions. We also provide services to many consumers. During 2014, our customers generated an aggregate of almost $1.5 billion in revenue in 170 countries, with no single customer accounted for more than 3.2% of our service revenue in 2014 and our top ten customers accounted for approximately 16.8% of our service revenue in 2014. We believe that our focus on providing flexible and highly customized solutions to our customers enables us to develop long-standing relationships, reflected in a retention rate of over 98% from 2011 to 2014 for our corporate customers in our Relocation Services segment and an over 99% retention rate for our corporate and government institution customers in our Australia segment. We have not historically tracked customer retention rates in our Growth Markets segment as this information would not be a meaningful performance indicator due to the small size of this segment.

Corporate Customers

We have more than 1,800 corporate and government customers. We have renewable contracts with our corporate customers, with terms typically ranging from one to four years. Certain of our contracts provide that we are the exclusive provider of relocation services to such customer. Our customer base is well-diversified across a large number of industries, including energy, professional services, financial institutions, technology, specialty chemicals, automotive, aerospace and defense and business services, with no more than 8% of our service revenue coming from one industry in 2013. Services provided to corporate customers and government institutions accounted for approximately 62% of our service revenue in 2014.

Consumer Customers

Our consumer customers are comprised primarily of employees of corporations who receive a lump sum amount for reimbursement of relocation expenses, as opposed to comprehensive relocation services. Some corporations provide a list of moving and relocation companies that their employees can use to select a services provider. In 2014, services provided to consumers accounted for approximately 38% of our service revenue, and the majority is in Moving Services. Services to consumers are typically contracted directly with the customer for specific services for their specific move.

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Government Agencies and the United Stated Military

We provided relocation and moving services to state and federal government agencies and to the staff of the United States military in 2014. We believe there are growth opportunities for these customers, including the DEA, DOD and other government agencies. Services provided to government agencies accounted for approximately 9.8% of total service revenue in 2014.

Risk Management

Risk management is a critical aspect of our business. Since 2008 we have developed and implemented new policies for assisting employees with their real estate transactions that are designed to minimize the time period that we hold a home in inventory, and, as a result, we believe we have reduced our risk profile. As part of our corporate contracts for relocation services, we assist corporations in the buying and selling of their employees’ homes and also provide assistance with mortgage originations.

In a certain number of corporate contracts, we provide a premium home sale product. As part of this corporate program, we are required to take a home into inventory if the home is not purchased by a third-party in a predetermined amount of time. We purchase the home for a guaranteed price that is determined by an average of two independent appraisals. These appraisals are performed after an appropriate marketing time for the home, which will vary depending upon the specific corporate contract. The home remains in inventory until we can close on the home sale with a third-party buyer. As of December 31, 2014, we had 29 homes in inventory that were not already under contract to be sold. Only a small percentage of the homes are not sold to a third-party during the normal marketing period.

We also originate mortgages through our affiliate, SIRVA Mortgage, Inc. Our model is to originate and fund the mortgages using a warehouse line of credit and then sell the loan to third parties, primarily banks. We have a limited portfolio of loans which we sell to Fannie Mae while retaining the servicing rights. We will use a sub-servicer to service such loans. We are responsible for the proper underwriting of the loans we originate. This requires the proper documentation and ensuring the accuracy of information used to make the loans. We have built and implemented processes and procedures, employ loan origination software and use various other loan compliance programs in our business to facilitate and manage all of our loan processes, including origination, underwriting, post-closing and secondary market activity. These processes are designed to ensure our loans are originated in compliance with proper underwriting standards and the numerous laws and regulations on both the federal and state level that impact the mortgage lending business. Our work is subject to regular audit and review by state regulators, our warehouse banks and the investors to whom we sell our loans. If loans are not properly underwritten, we may be required to repurchase them. Repurchased mortgage loans were zero, $0.2 million and $1.4 million for the years ended December 31, 2014, 2013 and 2012, respectively, and zero for each of the six months ended June 30, 2015 and 2014. In order to mitigate the risk of mortgage put-backs from certain mortgages that we previously sold, we entered into agreements with our largest investors. These settlement agreements prevent the investor from demanding put-backs for loans originated and sold in a defined period when there is a default on the underlying loan and the investor claims there was an underwriting deficiency.

Competition

We compete with a limited number of global providers, as well as a highly fragmented set of single service providers. Our top competitors for large multi-national corporations include Cartus Corporation, Brookfield Global Relocation Services and Weichert Relocation Resources. We also

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compete with single service providers, including a wide variety of moving companies, accounting firms, mortgage firms, destination service providers, real estate brokers, and business process outsourcing firms. Our Allied and northAmerican agent networks compete in the United States and Canada with Unigroup Inc. (the operator of United Van Lines LLC and Mayflower Transit, LLC), Atlas World Group, Graebel Companies, Inc. and Wheaton Van Lines, Inc. Our agent network also faces competition from smaller independent movers, self-storage and self-haul service providers. In addition, in international markets our competitors include the Asian Tigers Group, Crown Relocations, Grace Removals Group, Santa Fe Transports Intl. Ltd, and Sterling International Group. The most significant competitive factors in this segment are integration of services, quality of the relocating employee experience, global and local presence, scope of expertise, scalability and cost competitiveness.

Sales and Marketing

Go-To-Market Strategy

We use a sales process and a targeted marketing effort focused on increasing the quality and quantity of our corporate sales pipeline, increasing RFP win rates and improving our lead generation capabilities. Our go-to-market strategy positions us as a strategic partner to corporate human resources departments, which we believe are the primary decision makers for selecting relocation services providers at corporations. We highlight the benefits of our global reach, expertise and asset-light operating model for both corporations and relocating employees. Our sales and marketing teams are focused on large multi-national corporations, mid-size and small corporations, and consumers. We believe our marketing efforts are aligned with the customer’s buying process.

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Large Corporations:

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Direct Sales Force. Our direct sales force focuses on large multi-national, mid-sized and small corporations. We market directly to large corporations across a broad range of industries and geographies. We also segment our sales force by target industry to align our sales and marketing experience with the specific needs of an industry. In addition, we also work closely with our agents/franchises to sell to large corporations where they have personal relationships.

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Market and Branding Campaigns. We launched several global branding campaigns over the last four years that targeted Fortune 1,000 and Fortune Global 500 corporations. We also recently launched a new global branding campaign that was designed to better communicate our benefits to potential customers. The campaign was supported by market research that better defined attractive industry segments, as well as our target buyer’s needs and purchasing habits. We have also recently launched branding campaigns to increase our brand awareness and demand in the consumer market.

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Medium Sized Corporations:

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Agent/Franchise Sales Force. Our agent/franchise sales force collaborates with our direct sales force to sell relocation and moving services to mid-size and smaller companies, both domestically and internationally. Our go-to-market strategy aims to establish continuity and maximize our market presence.

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Consumers:

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Internet Lead Generation. We also have an internet lead generation capability targeting the consumer market that contributed over 571,360 leads in 2014. These leads resulted in sales of our services to over 41,240 consumers in 2014.

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Recent Sales and Marketing Initiatives

In 2014, we engaged in more active RFPs than in prior years and our RFP win rate has increased as a result of the signing of 41 new U.S. and Canadian corporate relocation customers. In addition, we anticipate that the following initiatives will enable us to maintain a successful RFP process in the future and will provide opportunities for continued growth.

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New Sales Strategy. We developed a new global sales strategy and the supporting sales RFP presentation materials with improved content and stronger sales messaging. The upgraded strategy is designed to better communicate the value of our technology platform, service approach and global network and positions us as a better relocation partner to corporate customers.

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Targeted Marketing Efforts. In order to improve our win rate with corporations that have an incumbent service provider, we have implemented a number of targeting efforts. These efforts include gathering critical information in order to proactively target potential customers in their buying window, offering creative programs to overcome the obstacles of switching relocation providers, and developing sales strategies and plans for our target accounts.

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Upgraded Sales Force. We added new sales capabilities and resources to North America, Europe, Asia, the Middle East and South America, improved our training program to develop more effective selling practices, and enhanced our management of our regional sales force through SalesForce’s sales dashboard. Our upgraded sales force enables us to better support the RFP process in Asia and Europe from the United States.

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New Agent/Franchise Lead Process. We implemented a new agent/franchise lead process that we believe enhances lead generation opportunities and improves our sales collaboration with our agents. We are assisting the sales teams at agents/franchises to improve their selling capabilities.

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Improved “Best and Final” Bid Process. We strengthened the implementation and preparation of our best and final bid process by improving our preparation sessions, bringing key executives into best and final bid process, and creating a best and final bid team of subject matter experts to support large RFPs in the United States and Europe.

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New Sales Approach. We deployed a new sales approach aimed at educating potential customers about our value proposition several months before their current contracts expire. This approach involves our senior executives who consult with the potential corporate customers’ human resources department as to how to improve the deployment of key employee personnel and better support their relocation-related human resource goals. In Asia and Europe we host workshops for expatriates in order to convey how our services can improve their relocation experiences. We also conduct training seminars in Asia, the Middle East, South America and other emerging market to further expand knowledge of our services and capabilities.

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New CCO and Sales Leaders. We hired a new Chief Commercial Officer, Linda Smith, in 2012. Ms. Smith was previously a senior sales executive at Xerox and other large companies. Recently as part of continuously upgrading our sales capabilities, we hired a new sales leader in both our Asia business and our Europe business in 2015.

Government Regulation

Our mortgage origination operations provided as part of our home sale and home purchase assistance services are heavily regulated. We are subject to federal, state and local laws that regulate and restrict the manner in which we operate in the residential mortgage industry, including Real Estate Settlement Procedures Act, the Truth in Lending Act and the Home Mortgage Disclosure Improvement

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Act. In addition, the passage of the Dodd-Frank Act has increased, and will continue to increase, regulation of the mortgage industry, including: generally prohibiting lenders from making residential mortgage loans unless a good faith determination is made of a borrower’s creditworthiness based on verified and documented information; requiring the CFPB to enact regulations to help assure that consumers are provided with timely and understandable information about residential mortgage loans that protect them against unfair, deceptive and abusive practices; and requiring federal regulators to establish minimum national underwriting guidelines for residential mortgages that lenders will be allowed to securitize and sell to third-party investors without retaining any of the loans’ default risk.

Our Moving Services segment is regulated by the Surface Transportation Board and the Federal Motor Carrier Safety Administration, which are independent agencies within the U.S. Department of Transportation. The Surface Transportation Board has jurisdiction similar to the former Interstate Commerce Commission over such issues as rates, tariffs, antitrust immunity and undercharge and overcharge claims. The Department of Transportation, and in particular the Federal Motor Carrier Safety Administration, also has jurisdiction over such matters as safety, the registration of motor carriers, freight forwarders and brokers, insurance (financial responsibility) matters, financial reporting requirements and enforcement of leasing and loading and unloading practices.

Our entities that engage in real estate activity including SIRVA Relocation LLC, DJK Residential LLC and SIRVA Hong Kong are licensed real estate brokers subject to regulation by the applicable local regulator as well as being subject generally to federal and state laws regarding consumer protection and real estate settlement services.

We are subject to indirect regulation through our requirement to comply with various laws and regulations, including but not limited to those concerning employment privacy, anti-corruption and anti-money laundering. The United States maintains trade and economic sanctions with respect to various foreign countries, individuals, and entities worldwide. Among other things, these sanctions prohibit most transactions by U.S. persons relating to Cuba, Iran, Syria, Sudan, and the Crimea Region of Ukraine. The sanctions also restrict U.S. persons in their transactions and dealings with various individuals and entities considered Specially Designated Nationals and Blocked Persons under various country-specific sanctions programs and sanctions regarding terrorism, weapons of mass destruction proliferation, narcotics trafficking, and transnational criminal organizations. Other sanctions prohibit dealings with persons on other lists maintained by OFAC. OFAC administers the sanctions. In March 2014, we filed an initial voluntary self-disclosure with OFAC reporting possible violations regarding certain of our and our agents’ activities in Cuba, Iran, Syria, and Sudan, see “Risk Factors—Risks Relating to Our Business and Industry”. We expect to follow this up in October 2015 with a final voluntary self-disclosure relating to certain transactions involving Iran and Cuba. In between the initial and final disclosure, we determined that the transactions related to Syria and Sudan were not violative of applicable regulations and did not need to be disclosed.

In addition, we are subject to federal and state laws governing consumer privacy, such as the Gramm-Leach-Bliley Act and the Affiliated Marketing Rule.

Employees

As of July 2015, we had approximately 2,700 total employees. Of our total employees, 1,386 were based in the United States and Canada in our Relocation Services and Moving Services segments, 667 employees were in our Growth Markets segment and 567 were in our Australia segment. Our employees are typically compensated on either an hourly basis or are paid a base salary plus a bonus. The bonuses paid to our employees are typically based upon metrics such as performance of the business, quality and their individual performance. None of our employees are represented by a union, and we have no labor-related work stoppages. We believe that we have a good relationship with our employees.

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Properties

Our corporate headquarters is located in an approximately 52,400 square foot facility at One Parkview Plaza, Oakbrook Terrace, Illinois, and is leased under an agreement expiring in November 2024. In addition, we own executive and administrative office space at 5001 U.S. Highway 30 West, Fort Wayne, Indiana. We do not own any other real property.

As of September 1, 2015, we held lease obligations for 85 properties throughout North and South America, Australia and New Zealand, Asia, the Middle East and Europe. The following chart reflects the locations of our lease obligations. All leased properties used in our operations consist of administrative offices, warehouses and distribution facilities.


Location	Number of Lease Obligations
North and South America		23
Australia and New Zealand		24
Asia		28
Middle East		4
Europe		6

We believe that our offices, warehouse and distribution facilities are generally well maintained and suitable to support our current and planned business needs.

Seasonality

Our business segments are subject to seasonal fluctuations. Revenue for our Relocation Services, Moving Services and Growth Markets segments is generally higher in the second and third quarters of the calendar year, while revenue in our Australia segment is typically higher in the first and fourth quarters, corresponding to the summer months in each hemisphere. Significant portions of the expenses we incur, such as PTE and home sale-related expenses, are directly related to the number of initiations and shipments that occur in a given period and vary with revenue. However, certain of our other expenses, such as interest payments, facilities costs and certain personnel-related costs, are fixed and cannot be increased or reduced to match the seasonal changes. Consequently, our net income is generally higher in the second and third quarter of each year.

Legal Proceedings

We are involved in certain claims and legal actions arising in the ordinary course of our business. Such litigation and other proceedings may include, but are not limited to, actions relating to the conduct of, and accidents involving, our agents and their drivers, minor regulatory violations and claims that arise in connection with our home sale program. Such claims often relate to accidents that have, and in the future may result, in serious injuries, the loss of lives, penalties or property damage. While the results of such claims and legal actions cannot be predicted with certainty, we do not believe based on information currently available to us that the final outcome of these proceedings will have a material adverse effect on our business, financial condition or results of operations.

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MANAGEMENT

Executive Officers and Directors

The following table sets forth the names and ages, as of September 1, 2015, of the individuals who serve as our directors, executive officers and key employees.


Name	Age	Position
Wes Lucas	52	Chief Executive Officer and Director
Thomas Oberdorf	58	Chief Financial Officer
Linda Smith	58	Chief Commercial Officer
John Kirk	55	Chief Technology Officer
Deborah Balli	52	President, Relocation Services
Andrew Coolidge	44	Chief Operating Officer, Moving Services
Bill Lyon	49	President, Agent Networks
Jacob George	43	President, Asia and Middle East
Mike Filipovic	55	President, Australia and New Zealand
Margaret Ryan	64	President, Europe
Dennis Thompson	56	Chief Accounting Officer
Margaret Pais	54	Executive Vice President, Human Resources
Lawrence Bossidy	80	Chairman and Director
Ellen Havdala	49	Director
Douglas C. Laux	62	Director
Mats Lindstrand	56	Director
Ryan McCarthy	39	Director
Gerald Parsky	72	Director
Mark Sotir	51	Director
John D. Watkins, Jr.	55	Director

Wes Lucas is our Chief Executive Officer, a position he has held since July 2008. Prior to this position, Mr. Lucas was a co-founder of BioMass Capital, a renewable energy company, from 2007 to 2008, and continues as a Director of BioMass Capital AB. Prior to this position, Mr. Lucas was the Chief Executive Officer of Quebecor World Inc. from 2006 to 2007, an entity that filed for protection under Chapter 11 of the U.S. Bankruptcy Code in 2008. Mr. Lucas was the Chairman, Chief Executive Officer and President from 2001 to 2006 of Sun Chemical Corporation. Mr. Lucas’ past experience also includes working at AlliedSignal and McKinsey & Company. Mr. Lucas received a B.S. in finance and accounting from the University of California, Berkeley and an MBA from Harvard Business School. Mr. Lucas was elected to serve on our board of directors due to being a seasoned executive with experience in a variety of senior roles at global Fortune 500 corporations as well as high-tech growth companies.

Thomas Oberdorf is our Chief Financial Officer, a position he has held since August 2011. Prior to this position, Mr. Oberdorf was a consultant from August 2010 to March 2011 for Orchards Brand Corporation. Mr. Oberdorf was the Executive Vice President and Chief Financial Officer of Infogroup, Inc. from December 2008 to July 2010 and prior to that position, Mr. Oberdorf was Chief Financial Officer of Getty Images, Inc. Mr. Oberdorf also serves as a director of UFP Technologies.

Linda Smith is our Chief Commercial Officer, a position she has held since April 2012. Prior to this position, Ms. Smith was Vice President of Ricoh Global Services and Area Vice President of Field Sale Operations from 2009 to March 2012. Ms. Smith has also held various executive positions at Xerox Corp, including Vice President and General Manager of Field Sales Operations, National Vice President of National Agent Channel Marketing and Vice President of United States Marketing.

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John Kirk is our Chief Technology Officer, a position he has held since September 2015. Prior to this position, Mr. Kirk was Chief Information Officer with The Vitamin Shoppe from 2009 to 2015. Prior to that position, Mr. Kirk was with The Great Atlantic & Pacific Tea Company, where he held several executive positions from 1984 to 2009, including Vice President of Application Development, Vice President of Merchandising and Vice President of Purchasing. Mr. Kirk has an MBA from Seton Hall University.

Deborah Balli is our President of Relocation Services, a position she has held since June 2008. Prior to this position, Ms. Balli was our Senior Vice President of Operations of Relocation Services from 2007 to 2008. Ms. Balli joined the Company in 1996 and has held various leadership roles at the Company, including as general manager and business unit director. Ms. Balli holds the Employee Relocation Council’s Certified Relocation Professional and Global Mobility Specialist designations.

Andrew Coolidge is our Chief Operating Officer of Moving Services, a position he has held since December 2012. Prior to this position, Mr. Coolidge was Executive Vice President of Moving Services from September 2009 to December 2012. From December 2007 to August 2009, Mr. Coolidge was Vice President and General Manager of our international moving business. Mr. Coolidge has previous experience at Sears Roebuck & Company, where he held multiple operational positions.

Bill Lyon is our President of Agent Networks, a position he has held since December 2012. Prior to this position, Mr. Lyon was Vice President and General Manager of Allied Van Lines from October 2008 to December 2013 and Vice President of Operations of SIRVA from 2000 to 2008. Mr. Lyon has worked in the moving industry for approximately 30 years.

Jacob George is our President of Asia and Middle East, a position he has held since December 2011. Prior to this position, Mr. George was Senior Vice President, Asia of Cartus Corporation from 2010 to 2011. Mr. George has previous experience working for Primacy, LLC as the President of Asia from 2007 to 2010.

Mike Filipovic is our President of Australia and New Zealand, a position he has held since November 2005. Prior to this position, Mr. Filipovic was Chief Financial Officer, Asia Pacific from 2002 to 2005. Mr. Filipovic’s past experience includes working at Motorola Australia, BHP Biliton and Franklin Mint.

Margaret Ryan is our President of Europe, a position she has held since April 2014. Prior to this position, Ms. Ryan was the Executive Vice President of Global Client Services for Brookfield Global Relocation Services from 2000 to March 2014. Ms. Ryan has been in the relocation industry for approximately 30 years.

Dennis Thompson is our Chief Accounting Officer, a position he has held since March 2013. Prior to this position, Mr. Thompson served as our Chief Financial Officer of Moving Services, North America from April 2010 to March 2013, and Vice President of Financial Planning and Analysis from August 2007 to April 2010.

Margaret Pais is our Executive Vice President, Human Resources, a position she has held since March 2009. Prior to this position, Ms. Pais was Vice President of Human Resources for Relocation from May 2006 to March 2009. Ms. Pais has also held human resources positions in technology companies, including Dell, Inc.

Lawrence Bossidy has served as Chairman and director since February 2013. Mr. Bossidy is currently a member of Aurora’s outside Advisory Board, a position that he has held since 2004.

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Previously, Mr. Bossidy was Chairman and Chief Executive Officer of Honeywell International. Prior to this position Mr. Bossidy served as Chairman and Chief Executive Officer of AlliedSignal. Mr. Bossidy’s past experience includes working at General Electric. Mr. Bossidy also serves as a director of Berkshire Hills Bancorp and chairman and director of Dubois, Inc. Mr. Bossidy holds a B.A. degree from Colgate University. Mr. Bossidy was elected to serve on our board of directors due to his extensive experience as an executive and his affiliation with Aurora.

Ellen Havdala has served as a director since February 2013. She is a Managing Director of Chai Trust Company, the family office of Sam Zell, a position she has held since November 2013. Ms. Havdala has worked in a variety of capacities for Zell’s affiliated companies since 1990. From 2010 to 2013, Ms. Havdala served on the board of Rewards Network. From 2003 to 2012, Ms. Havdala served on the board of WRS Holding Company. Prior to her present role, Ms. Havdala served as a Managing Director at Equity Group Investments, a division of Chai Trust Company. Previously, Ms. Havdala served as Vice President of Scott Sports Group, Inc., and as Executive Vice President at Equity International. Ms. Havdala holds an A.B. from Harvard College. Ms. Havdala was elected to serve on our board of directors due to her extensive restructuring experience and her affiliation with EGI.

Douglas C. Laux has been a director since May 2008. Mr. Laux currently serves as Chief Financial Officer and Chief Operating Officer of King-Devick Test. Prior to this position, Mr. Laux served as the Chief Financial Officer of InterAct Public Safety Systems, a position he held since January 2011. Prior to this position, Mr. Laux was the Chief Financial Officer Remy International from October 2008 to November 2010. Mr. Laux previously served in Chief Financial Officer positions at EaglePicher and ANC Rental Corporation. Mr. Laux also currently serves on the board of directors and as chairman of the audit committee of R.J. O’Brien & Associates LLC. Mr. Laux holds a B.S. degree in Accountancy from the University of Illinois. Mr. Laux was elected to serve on our board of directors due to his senior level of experience serving in chief financial officer positions.

Mats Lindstrand has been a director since February 2013. Mr. Lindstrand is currently the Managing Partner and Founder of BioMass Capital AB, a renewable energy company headquartered in Stockholm Sweden, having founded the firm in 2007. Prior to this position, Mr. Lindstrand was a Director at McKinsey & Company in Europe, where he was a consultant for 21 years, joining the firm in 1987. Mr. Lindstrand held several leadership positions at McKinsey & Company, including the Global Practice Leader for Basic Materials from 2004 to 2008, and also for Forest Products from 1996 to 2004. In addition to BioMass Capital, Mr. Lindstrand has built several other businesses, including Sensec AB, a leading security system company. Mr. Lindstrand also currently serves on the board of directors of BioMass Capital AB, Papyrus AB, and EA group. Mr. Lindstrand holds a Masters in Civil Engineering from the Royal Institute of Technology in Sweden, and an MBA from Columbia Business School. Mr. Lindstrand was elected to serve on our board of directors due to his experience with growing companies and his relationships with European corporations.

Ryan McCarthy has been a director since February 2013. Mr. McCarthy is currently a Partner at Aurora Resurgence, having joined the firm in 2007 as a founding member. Mr. McCarthy also currently serves on the board of directors of Aurora Resurgence control investments, including Alltub SAS (a global cosmetic packaging company), TOPS Parking and International Cookware Group. Previously, Mr. McCarthy was a Senior Director at Alvarez & Marsal where he served in numerous interim management positions providing turnaround management to underperforming businesses. Prior to Alvarez & Marsal, Mr. McCarthy worked in the Global Energy and Power Group in the investment banking division of Banc of America Securities. Mr. McCarthy holds a B.S. degree in Accounting and Finance from the Kelley School of Business at Indiana University. Mr. McCarthy was elected to serve

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on the board of directors due to his experience in both turning around and growing companies and due to his affiliation with Aurora.

Gerald Parsky has been a director since February 2013. Mr. Parsky is currently the Chairman of Aurora Capital Group, which he founded in 1991. Mr. Parsky’s past experience includes working as the Assistant Secretary of the Treasury for International Affairs and as a Senior Partner at the law firm of Gibson, Dunn and Crutcher LLP. Mr. Parsky also currently serves on the board of directors of The Irvine Company. Mr. Parsky holds an A.B. degree from Princeton University and a J.D. from the University of Virginia Law School. Mr. Parsky was elected to serve on our board of directors due to his extensive experience in investment advisory services and his affiliation with Aurora.

Mark Sotir has been a director since May 2008. He is a Managing Director at Equity Group Investments, a division of Chai Trust Company. Since 2013, Mr. Sotir has served as Executive Chairman of the board of Exterran Holdings, Inc. Previously, Mr. Sotir served as Director and Executive Vice Chairman from 2011 to 2013 of Exterran’s board. Since 2013, Mr. Sotir has been the Chairman of Veridiam. Since 2008, Mr. Sotir has served as Chairman of Rewards Network Inc. Mr. Sotir’s other board directorships have included: WRS Holding Company from 2008 to 2013, Middlebrook Pharmaceuticals from 2008 to 2010, and VIA Wines Group from 2007 to 2011. Mr. Sotir has served on the boards of CareerBuilder, Cars.com, QuadrantOne and Metromix. Before joining EGI in 2006, Mr. Sotir was the Chief Executive Officer of Sunburst Technology Corporation. He was also the President of Budget Group, Inc. Mr. Sotir holds an MBA from Harvard Business School and a B.A. from Amherst College. Mr. Sotir was elected to serve on our board of directors due to his experience as a seasoned executive and his affiliation with EGI.

John D. Watkins, Jr. has been a director since February 2013. Mr. Watkins is currently Country Director, China of CRH plc, which manufactures and delivers building materials worldwide. Prior to this position, Mr. Watkins is served as the Chief Executive Officer of ASC Fine Wines-China located in Shanghai, China, which he joined in October 2012. Prior to this position, Mr. Watkins served as President and Chief Executive Officer of GE AVIC Civil Avionics Systems Company, Ltd. from 2010 to 2012. Mr. Watkins’ past experience includes multiple positions at Cummins Inc.-East Asia and Cummins China Investment Co. from 2003 to 2009. Mr. Watkins was also the Chairman of the American Chamber of Commerce in China from 2009 to 2010. Mr. Watkins holds a B.S. from Miami University and an M.S. from Stanford University Graduate School of Business. Mr. Watkins was elected to serve on our board of directors due to his senior level of experience as an executive, and due to his relationships in Asia with Asian corporations and executives.

Board of Directors

Our business and affairs are managed under the direction of our board of directors. Upon the consummation of this offering, our board of directors will be composed of nine directors. Our executive officers and key employees serve at the discretion of our board of directors.

Director Independence

Our board of directors has affirmatively determined that Lawrence Bossidy, Ellen Havdala, Douglas C. Laux, Mats Lindstrand, Ryan McCarthy, Gerald Parsky, Mark Sotir and John D. Watkins, Jr. are independent directors under the applicable rules of the NYSE and Nasdaq. Our board of directors has affirmatively determined that Douglas C. Laux, Mats Lindstrand and John D. Watkins Jr. are independent directors, as such term is defined in Rule 10A-3(b)(1) under the Securities Exchange

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Act of 1934, as amended (the “Exchange Act”). In accordance with the NYSE and Nasdaq corporate governance rules, a majority of our directors will be independent within specified periods from the effective date of our registration statement for this offering.

Board Committees

Our board of directors has the authority to appoint committees to perform certain management and administration functions. Upon the consummation of this offering, our board of directors will have four committees: the audit committee, the compensation committee, the nominating and corporate governance committee and the risk management committee.

Audit Committee

The primary purpose of our audit committee is to assist the board’s oversight of:

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the adequacy and integrity of our financial statements;

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our internal financial reporting and compliance with our disclosure controls and procedures;

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the qualifications, engagement, compensation, independence and performance of our independent registered public accounting firm;

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our independent registered public accounting firm’s annual audit of our financial statements and any engagement to provide other services;

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the performance of our internal audit function;

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our legal and regulatory compliance; and

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the application of our codes of business conduct and ethics as established by management and the board.

Upon the consummation of this offering, Douglas C. Laux, Mats Lindstrand, Mark Sotir, Ryan McCarthy and John D. Watkins, Jr. will serve on the audit committee. Douglas C. Laux will serve as chairman of the audit committee and also qualifies as an “audit committee financial expert” as such term has been defined by the SEC in Item 401(h)(2) of Regulation S-K. Our board of directors has affirmatively determined that Douglas C. Laux, Mats Lindstrand and John D. Watkins Jr. meet the definition of an “independent director” for the purposes of serving on the audit committee under applicable SEC and NYSE or Nasdaq rules, and we intend to comply with these independence requirements for all members of the audit committee within the time periods specified therein. The audit committee is governed by a charter that complies with the rules of the NYSE or Nasdaq.

Compensation Committee

The primary purposes of our compensation committee are to:

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oversee our executive compensation policies and practices;

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review and determine the compensation of our executive officers (including our chief executive officer);

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provide oversight of our compensation policies, plans and benefit programs including reviewing, and approving all equity incentive plans, policies and programs; and

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approve and recommend to the board of directors reports on compensation matters required to be included in our annual proxy statement or annual report.

Upon the consummation of this offering, Ellen Havdala, Mats Lindstrand and Gerald Parsky will serve on the compensation committee, and Gerald Parsky will serve as the chairman. Our board of directors has affirmatively determined that Ellen Havdala, Mats Lindstrand and Gerald Parsky meet the

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definition of an “independent director” for the purposes of serving on the compensation committee under applicable NYSE or Nasdaq rules, and we intend to comply with these independence requirements for all members of the compensation committee within the time periods specified therein. The compensation committee is governed by a charter that complies with the rules of NYSE or Nasdaq.

Nominating and Corporate Governance Committee

The primary purposes of our nominating and corporate governance committee are to:

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recommend to the board of directors for approval the qualifications, qualities, skills and expertise required for board of directors membership;

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identify potential members of the board of directors consistent with the criteria approved by the board and select and recommend to the board the director nominees for election at the next annual meeting of stockholders or to otherwise fill vacancies;

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evaluate and make recommendations regarding the structure, membership and governance of the committees of the board of directors;

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develop and make recommendations to the board with regard to our corporate governance policies and principles; and

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oversee the annual review of the board of directors’ performance.

Upon the consummation of this offering, Ryan McCarthy, Mark Sotir and John D. Watkins, Jr. will serve on the nominating and corporate governance committee. Mark Sotir will serve as the chairman and Ryan McCarthy will serve as the vice chairman. Our board of directors has affirmatively determined that Ryan McCarthy, Mark Sotir and John D. Watkins Jr. meet the definition of an “independent director” for the purposes of serving on the nominating and corporate governance committee under applicable NYSE or Nasdaq rules, and we intend to comply with these independence requirements for all members of the nominating and corporate governance committee within the time periods specified therein. The nominating and corporate governance committee is governed by a charter that complies with the rules of the NYSE or Nasdaq.

Risk Management Committee

The primary purposes of our risk management committee are to:

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provide oversight of the systems and processes developed and implemented by our management to identify, manage and mitigate risks;

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coordinate discussions and activities of the board of directors and its committees with respect to oversight and understanding the risks facing us;

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review the adequacy of our resources to perform our risk management tasks;

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review periodically the activities of our chief risk officer;

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review, approve and discuss our risk management policy with the board of directors;

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meet with the chief risk officer, the audit committee and compensation committee to discuss our risk management framework and related issues;

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review with management material risks related to significant transactions or other significant activities to be presented to the board of directors for action that may pose material risks to us; and

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review the disclosures related to risk management and the material risks facing us in our annual meeting proxy statement or annual report filed with the SEC or other SEC filings.

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Upon consummation of this offering, Lawrence Bossidy, Gerald Parsky and Mark Sotir will serve on the risk management committee. Lawrence Bossidy will serve as chairman of the risk management committee.

Compensation Committee Interlocks and Insider Participation

None of our executive officers serves, or in the past year has served, as a member of the compensation committee (or other committee performing equivalent functions) of any entity that has one or more executive officers serving on our board of directors or compensation committee. No interlocking relationship exists between any member of the compensation committee (or other committee performing equivalent functions) and any executive, member of the board of directors or member of the compensation committee (or other committee performing equivalent functions) of any other company.

Code of Business Conduct and Ethics

We have adopted a code of business conduct and ethics that applies to all of our employees, officers and directors, including those officers responsible for financial reporting. These standards are designed to deter wrongdoing and to promote honest and ethical conduct. The code of business conduct and ethics will be available on our web site at www.sirva.com. Any waiver of the code for directors or executive officers may be made only by our board of directors and will be promptly disclosed to our stockholders as required by applicable U.S. federal securities laws and the corporate governance rules of the NYSE or Nasdaq. Amendments to the code must be approved by our board of directors and will be promptly disclosed (other than technical, administrative or non-substantive changes). Any amendments to the code, or any waivers of its requirements, will be disclosed on our website.

Corporate Governance Guidelines

Our board of directors will adopt corporate governance guidelines in accordance with the corporate governance rules of the NYSE or Nasdaq, as applicable, that serve as a flexible framework within which our board of directors and its committees operate. These guidelines will cover a number of areas including the size and composition of the board, board membership criteria and director qualifications, director responsibilities, board agenda, roles of the Chairman of the board, Chief Executive Officer and presiding director, meetings of independent directors, committee responsibilities and assignments, board member access to management and independent advisors, director communications with third parties, director compensation, director orientation and continuing education, evaluation of senior management and management succession planning. A copy of our corporate governance guidelines will be posted on our website.

Indemnification of Officers and Directors

Our amended and restated bylaws provide that we will indemnify our directors and officers to the fullest extent permitted by the General Corporation Law of the State of Delaware (the “DGCL”). We have established directors’ and officers’ liability insurance that insures such persons against the costs of defense, settlement or payment of a judgment under certain circumstances.

Our amended and restated certificate of incorporation provides that our directors will not be liable for monetary damages for breach of fiduciary duty, except for liability relating to any breach of the director’s duty of loyalty, acts or omissions not in good faith or which involve intentional misconduct or a knowing violation of law, violations under Section 174 of the DGCL or any transaction from which the director derived an improper personal benefit.

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EXECUTIVE AND DIRECTOR COMPENSATION

The following discussion and analysis of compensation arrangements should be read with the compensation tables and related disclosures set forth below. This discussion contains forward-looking statements that are based on our current plans and expectations regarding future compensation programs. Actual compensation programs that we adopt may differ materially from the programs summarized in this discussion.

Compensation Discussion and Analysis

This section explains the objectives and design of our executive compensation program and our compensation-setting process. It provides qualitative information regarding the manner in which compensation is earned by our executive officers and explains the decisions we made for compensation with respect to 2014 for each of the named executive officers listed below.

Named Executive Officers

For 2014, our named executive officers were:

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Wes Lucas, President and Chief Executive Officer;

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Tom Oberdorf, Executive Vice President and Chief Financial Officer;

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Deborah Balli, Executive Vice President, President of Global Relocation Services;

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Linda Smith, Executive Vice President and Chief Commercial Officer; and

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Jacob George, Executive Vice President, President of Asia and Middle East

Overview

The compensation committee of our board of directors oversees our executive compensation program and determines the compensation of our executive officers, including our named executive officers. The compensation committee consists of two members, each of whom are nominees of Aurora and EGI. Following this offering, the compensation committee of our board of directors will continue to oversee our executive compensation program. We also intend to develop and maintain a compensation framework that is appropriate and competitive for a public company. Therefore, although we currently do not intend to alter our compensation objectives, other than as described herein, following this offering, our compensation committee may establish executive compensation objectives and programs that are different from those currently in place.

Objectives and Design

Our executive compensation program is designed to meet the following objectives:

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Attract and retain executive officers who contribute to our overall success;

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Align compensation with our business goals, strategy and results; and

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Motivate and reward high levels of performance.

These objectives collectively seek to link compensation to our overall performance, which helps to ensure that the interests of our executives are aligned with the interests of our stockholders. These objectives serve as guiding principles in our compensation program design.

Our compensation philosophy generally is to set our target total compensation (base salary, annual cash incentives and long-term incentives) at a competitive market rate for similarly situated

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individuals at companies we consider to be our peers and competitors for talented individuals, such as our executives. In addition, our compensation philosophy is guided by our leadership behaviors. We believe that our success is dependent on our executive officers demonstrating these traits. Our leadership traits are:

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Delivers Results—Sets challenging stretch goals, then meets or exceeds those commitments and takes ownership for delivering results.

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Manages the Customer Experience—Works to provide superior value to the customer, making each interaction a positive one.

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Exercises Good Business Judgment—Possesses a clear sense of direction, focusing on key priorities, balancing both short and long term goals.

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Leads People Effectively—Thinks and acts like a leader regardless of position. Retains the key talent across the organization and hires key new talent.

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Team Culture— Trust-based, inclusive group with all members working together as a global, seamless team. Communicates candidly, openly, and frequently; viewed as truthful and credible both internally and externally. Builds high performance teams.

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Leads Organizational Change—Embraces people development processes, including among other things, talent management, defining clear management performance objectives, coaching, performance management and new talent integration. Embraces robust succession planning to ensure consistency in leadership and capabilities.

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Possesses Position-Specific Knowledge and Skills—Understands and uses all tools and techniques for job success and customer satisfaction.

Compensation Committee

The goals of our compensation committee with respect to executive compensation are to attract, retain, motivate and reward talented executives, to tie annual short and long-term compensation incentives to the achievement of specified performance objectives, and to achieve long-term creation of value for our stockholders by aligning the interests of these executives with those of our stockholders. To achieve these goals, we endeavor to maintain compensation plans that are intended to tie a substantial portion of our executives’ overall compensation to key strategic, operational and financial goals and other non-financial goals that the compensation committee deems important. From time to time, the compensation committee evaluates individual executive performance with a goal of setting compensation at levels they believe, based on industry data and their general business and industry knowledge and experience, are comparable with executives in other companies of similar size and stage of development, while taking into account our relative performance and our own strategic goals.

Setting Executive Compensation

The compensation committee has designed our compensation programs to motivate the named executive officers and our other executive officers to achieve and exceed goals set by the compensation committee that are reflective of our leadership traits and core values and to retain these individuals. To assist the compensation committee in setting these goals, and monitor and review compensation levels and opportunities, management has in the past hired outside consultants and it continues to have the ability to hire or terminate such consultants as necessary.

We did not engage a compensation consultant for determining the 2014 compensation for our named executive officers. However, to assist it in making compensation decisions, management has

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historically compared each element of total compensation against executive compensation survey data, including surveys published by Towers Watson & Co., and made recommendations to the compensation committee based upon this review. The Company compares compensation against a subset of the companies included in the Towers Watson & Co survey. The Company only utilizes compensation data for companies with total revenue between $1.0 billion to $2.0 billion and with a headcount of between 3,000 and 3,500 employees. The Company is unable to determine the underlying list of companies that comprise this subset.

The compensation committee has established policies or targets for the allocation of compensation between base salary and cash incentive payments. The compensation committee’s targeted allocation of compensation between base salary and Management Incentive Plan (“MIP”) payouts for our named executive officers (aside from our Chief Executive Officer) is 56% of the cash pay mix attributable to base salary and 44% of the cash pay mix attributable to MIP payouts. To attract and retain experienced talent, the compensation committee generally sets base salary for named executive officers and other executive officers at a competitive market rate based upon management’s review of the survey results. Actual compensation paid to the named executive officers and our other executive officers can fall below or exceed target levels depending upon our financial results and individual performance.

Role of Executive Officers in Compensation Decisions

Our Chief Executive Officer and our Executive Vice President of Human Resources annually review the performance of each named executive officer and our other executive officers (other than the Chief Executive Officer, whose performance is reviewed by the compensation committee after seeking input from the board of directors). During this review, succession planning is considered, as well as strengths and development opportunities for the named executive officers and our other executive officers. The Chief Executive Officer discusses the results of this review and offers recommendations to the compensation committee. After consideration of these recommendations, the compensation committee determines annual cash incentive opportunities for the named executive officers and our other executive officers, sets our performance objectives and establishes financial performance targets. The compensation committee engages in an independent review of the Chief Executive Officer’s performance and then seeks ratification of its review from the independent members of the board of directors.

Principal Components of Compensation

For our fiscal year ended December 31, 2014, the principal components of compensation for the named executive officers were base salary, annual cash incentives, 401(k) matching and perquisites and other benefits.

Base Salary

We provide the named executive officers with a base salary to compensate them for services rendered during the fiscal year at a threshold level. Base salary levels are determined as part of our annual performance review process. The key factors for assessing an individual’s performance for 2014 included the achievement of goals and objectives established by the compensation committee, and/or continued demonstration of our leadership traits and core values.

In connection with the performance review process, a base salary range for 2014 was determined for each named executive officer. While general industry survey data, an internal review of the named executive officer’s compensation, both individually and relative to other executive officers, as well as other factors such as an individual’s promotion or other change in job responsibility and the need to

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retain associates, including the named executive officers, were considered, the final base salary determinations were based primarily on Mr. Lucas’s qualitative review and recommendation to the compensation committee. We strive to pay a base salary for each position that is competitive within our industry to attract and retain top-level talent in a highly competitive market. Three of our named executive officers were recruited from other companies within the last five years and their initial base salaries were determined by negotiations between us and the named executive officer. These negotiations were guided by reference to market data.

The named executive officers did not receive any base salary increases in 2014. The named executive officers’ base salaries for 2015 currently continue at their 2014 levels.

Management Incentive Plan Compensation

We grant annual cash incentive opportunities to the named executive officers under the MIP. For 2014, the annual cash incentive opportunity for each of our named executive officers as a percentage of base salary was targeted at: Mr. Lucas (186%), Mr. Oberdorf (80%), Ms. Smith (80%), Ms. Balli (80%) and Mr. George (80%).

Each named executive officer’s annual MIP target was originally set forth in his or her employment agreement. Payouts under the MIP are typically approved by the compensation committee in the first quarter of each year and paid after our audited consolidated financial statements are approved by the board of directors, subject to the named executive officer’s continued employment through the payment date.

The compensation committee has latitude to design annual cash incentive opportunities that promote the achievement of corporate goals and the participation by the named executive officers in our growth and profitability. For 2014, cash incentives under our MIP were based on an individual component, which is based on individual performance objectives for each executive officer, and a company component, which is based upon the attainment of an Adjusted EBITDA target (an amount equal to $94.1 million for the year ended December 31, 2014) or more directed targets within the employee’s span of control, such as specific business EBITDA or cost savings targets for the year ended December 31, 2014.

The compensation committee evaluates the allocation between the individual and company component within the MIP on an annual basis and has the flexibility to adjust the structure including allocation percentages amongst the two components as needed in order to better align the incentives under the MIP. In addition to awards under the MIP, the compensation committee may grant special or supplemental benefits at their discretion.

Actual payments under the MIP for the year ended December 31, 2014 were calculated based on performance results as compared to the agreed upon goals. The components for the MIP payouts for a participant are (i) 80% established by targeted Adjusted EBITDA or more directed targets within the employee’s span of control, such as specific business EBITDA or cost savings targets and (ii) 20% established by performance in achieving individual performance objectives (“MBOs”) relating to the participant’s role. Mr. Lucas’s MBOs for 2014 included improving leverage, hiring and integrating new sales leaders, increasing global relocation services sales and U.S. moving services sales, introducing new products to market and improving productivity and efficiency of operations. Mr. Oberdorf’s MBOs for 2014 included increasing cash flow, improving leverage, increasing sales and revenue growth, increasing penetration of current products, generating cash to service debt and optimizing return on investment of capital expenditures. Ms. Smith’s MBOs for 2014 included increasing share-of-wallet revenue, growing revenue, winning new customer contracts, optimizing revenue lead management and launching new products. Ms. Balli’s MBOs for 2014 included growing revenue and winning customer

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contracts, increasing productivity of operations and reducing SG&A expenses, driving new contract margins and developing new global and domestic operating systems. Mr. George’s MBOs for 2014 included winning customers in Asia, developing a growth strategy in China, expanding our Middle East capabilities and building capabilities in India. The following table illustrates the potential MIP payouts for the company component for 2014 for each named executive officer except Mr. George who has an Adjusted EBITDA component for the region under his management:


	Adjusted EBITDA Below Threshold	Adjusted EBITDA At Threshold	Achieve Adjusted EBITDA Target	Adjusted EBITDA Above Target
Company Component of MIP	0% of target (any payment would be at board of directors discretion)	55% of target	100% of target	Up to 200% (any payment in excess of 200% is at the Board’s discretion)

Adjusted EBITDA performance for 2014 below $80.0 million would result in no payout to a participant for the company component; however the board of directors has the discretion to make any payments relating to the company component of the MIP even if Adjusted EBITDA thresholds are not achieved. In the event that Adjusted EBITDA performance for 2014 was above the $94.1 million target, payments could be made up to 200% of target. For compensation purposes, the Adjusted EBITDA for 2014 is the Adjusted EBITDA discussed in “Summary—Summary Historical Financial and Other Data” further adjusted for certain client implementation costs, foreign currency translation adjustments and acquisition costs, among other things. Above the 200% any payments are granted at the discretion of the board of directors. In the case of Mr. George, the company component of MIP relates to the Adjusted EBITDA of both the overall Company (approximately 13% of Mr. George’s company component) as well as the Adjusted EBITDA of the Asia and Middle East regions (approximately 87% of Mr. George’s company component). For information regarding performance against these goals, please see the footnotes to the Summary Compensation Table.

Stock Options

Stock options only reward an executive for the increase in our stock price during the holding period. Stock options represent the high-risk component of our long-term incentives, as the potential value of each stock option can fall to zero if the price of our stock is lower than the exercise price.

The size of stock option grants for executive officers is based primarily on the target dollar value of the award, translated into a number of option shares based on the estimated economic value of the award using the Black-Scholes option pricing formula. All stock options granted to our named executive officers, directors and other employees are non-qualified stock options under the Code.

In 2014, the compensation committee did not approve grants of stock options to any named executive officers.

Restricted Stock

During the year ended December 31, 2014, no named executive officers received restricted stock awards.

401(k) and Other Benefits

Our executive officers are eligible to participate in our employee benefit plans provided to other employees on the same terms. These benefits include a 401(k) plan with a company matching contribution of up to $1,950 annually to each employee, including our named executive officers. These benefits also include a group health insurance and short and long-term disability insurance.

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In addition to the benefits offered to all employees, certain executive officers, are provided additional benefits that are considered perquisites, which are part of an executive officer’s total compensation and treated as taxable income under the applicable tax laws. In 2014, perquisites for certain of our named executive officers included an annual automobile allowance, annual office expense allowance, commuting costs and annual executive physicals. Such perquisites and employee benefits are intended to promote health, convenience, security and financial protection to our executives. Detailed information about these perquisites is included below in a footnote to the “All Other Compensation” column of the 2014 Summary Compensation Table.

Severance and Change in Control Arrangements

Our executive officers, including our named executive officers, have terms in their employment agreements that would provide severance benefits on specified terminations of employment or if we experience a change of control. The terms and estimated amounts of these benefits are described below under “—Employment Agreements and Severance Benefits.” Most of these arrangements were negotiated when the executive officers were hired and have terms that we believed were reasonably necessary to hire and retain these individuals in our market for executive talent.

Tax and Accounting Considerations

We recognize a charge to earnings for accounting purposes for equity awards over their vesting period. In the past, we have not considered the accounting impact as a material factor in determining the equity award amounts for our executive officers. However, as a public company, we expect that the compensation committee will consider the accounting impact of equity awards in addition to considering the impact to dilution and overhang when deciding on amounts and terms of equity awards. We do not require executive compensation to be tax deductible, but instead balance the cost and benefits of tax deductibility to comply with our executive compensation goals. For example, Section 162(m) of the Code, generally disallows a tax deduction to a publicly held corporation for compensation in excess of $1.0 million paid in any taxable year to its chief executive officer and certain other executive officers unless the compensation qualifies as “performance-based compensation” within the meaning of Section 162(m). Under a special Section 162(m) exception, any compensation paid pursuant to a compensation plan in existence before the effective date of this initial public offering will generally not be subject to the $1.0 million limitation until the earliest of: (i) the expiration of the compensation plan, (ii) a material modification of the compensation plan (as determined under Section 162(m)), (iii) the issuance of all the employer stock and other compensation allocated under the compensation plan or (iv) the first meeting of stockholders at which directors are elected after the close of the third calendar year following the year in which the public offering occurs. As a private company, we have not taken the deductibility limit of Section 162(m) into consideration in setting compensation for our executive officers because Section 162(m) did not apply to us. Once we are a public company, we expect that the compensation committee will consider the deductibility of compensation, but will be fully authorized to approve compensation that is not deductible when it believes that such payments are appropriate to attract and retain executive talent.

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2014 Summary Compensation Table

The following table sets forth certain information with respect to compensation earned by or paid to our named executive officers for the year ended December 31, 2014.


Name and Principal Position	Year		Salary ($)		Non-Equity Incentive Plan Compensation(1)		All Other Compensation ($)(2)		Total ($)
Wes Lucas		2014		700,000		1,027,000		123,434		1,850,434
Chief Executive Officer

Tom Oberdorf		2014		475,000		300,200		7,052		782,252
Chief Financial Officer

Linda Smith		2014		330,000		219,648		5,953		555,601
Executive Vice President and Chief Commercial Officer

Deborah Balli		2014		340,000		204,544		4,474		549,018
President of Global Relocation Services

Jacob George(3)		2014		415,277		369,468		—		784,745
President of Asia and Middle East

(1)

For the year ended December 31, 2014, MIP amounts were approved for both the company component and the individual component of the MIP. We attained Adjusted EBITDA of $90.1 million for the year ended December 31, 2014, which is equivalent to an approximately 79% payout of the assigned bonus target for the company component for each named executive officer except Mr. George. The individual component bonus of the MIP was approved during the second quarter of fiscal year 2015 following a review of each named executive officer’s individual performance and contribution to our strategic and financial goals. The following table shows the Non-Equity Incentive Plan Compensation provided to the named executive officers.


Name	MIP Company Component		MIP Individual Component		Total Non-Equity Incentive Plan Compensation
Wes Lucas	$	821,600	$	205,400	$	1,027,000
Tom Oberdorf		240,160		60,040		300,200
Linda Smith		166,848		52,800		219,648
Deborah Balli		171,904		32,640		204,544
Jacob George		316,978		52,490		369,468

(2)	This column includes matching contributions made under our 401(k) plan and perquisites and other personal benefits, as set forth in the below table.

SIRVA INC S-1/A