Coppersmith Presentation to Alere Inc Stockholders

PAGE 10 | COPPERSMITH THE FACTS: In a corporate culture that values accountability, Alere's performance should have generated meaningful turnover ALERE'S PLAN: Adding a COO charged with reversing the mistakes of the CEO and Board to whom he reports Management structure implies COO responsibility without authority No quantifiable goals or timeframes for cost savings, profitability or growth Mandate to rightsize?...or grow into current expense structure? Stockholders have not been allowed to meet COO, to our knowledge COO can walk away after 1-year with 110,000 shares of fully-vested restricted stock, no-questions-asked COPPERSMITH'S PLAN: $50-$100mm in cost savings with milestones for stockholder accountability 1. Returning SG&A margin to 2010 levels would produce savings of $55mm 2. Restoring 50-100% of the gross margin degradation since 2010 would generate $36-$71mm in savings 3. Saving, instead of shifting, 25% of R&D expense could generate up to roughly $40mm ¹0 4. Corporate expense savings of $19mm (proportional reduction from divestitures) Alere's Operations: Poor Performance, No Accountability ■ ■ ■ ■ ■ These total $150-$185mm - we believe $50-$100mm should be readily achievable

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