laurent VEYSSIER

Reporting to Bostik CFO with dotted line to Bostik CEO Led a global transformation program for a Business Unit of Arkema (€2bn revenue), covering supply chain, finance, and ERP systems to strengthen performance management across international operations (SAP Core Model). Key responsibilities: – Aligned global supply chain processes with cost and profit center structures – Defined program scope, strategic objectives, and transformation roadmap; secured Executive Committee budget approval – Built and led a cross-functional team (2 implementation leads, 15 process owners, ~20 SAP consultants) – Structured and facilitated executive steering committees – Designed next-phase deployment strategy, including pilot rollout across 4 countries on 2 continents Key achievements: – Recruited, structured, and onboarded the full program team – Delivered validated scope and transformation roadmap – Secured ExCom approval and funding for the implementation phase

In charge of Finance over a cluster of 6 production sites located across Europe (UK, France, Spain, Portugal, Poland - combined turnover of €175M) delivering packaging solutions to the Fresh Food markets, member of the management team, reporting to the GM. Led a multicultural team of 6 local CFOs. Oversaw production of monthly financial statements in coordination with accounting services (IFRS). Mission: Drive financial performance improvement in a challenging business environment by providing sound business partner support. Provide key expertise to support the business in achieving its financial operational targets. Key achievements: – Secured €2M higher operational results in the last year through 1-year wide improvement program. – Increased year-end results with €1.6M outperformance savings identified after in-depth review. – Reduced Working capital by 2% pts by controlling inventory and renegotiating payment terms. – Closed insurance claim file achieving €2.7M compensation (outperformance award winner). – Worked closely with general managers to design, implement and monitor detailed commercial and operational action plans to turn around underperforming sites (100 days plan). – Executed specific projects to help local management meet objectives, also calling in central function experts to support the process. – Defined multi-site capacity and profitability business model following large business award.

Finance director for a large restructuring, footprint rationalization program in Europe with overall budget responsibility of €70M. Financial responsibility over 4 restructured entities (Belgium, Germany, Ireland, Norway) with €200M combined turnover. Took over Financial Controller responsibility from normal operations during restructuring phase. Led a multicultural team of local CFOs. Oversaw production of monthly financial statements working with sites and central accounting services (IFRS). Key responsibilities: – Successfully conducted all steps of the project from design to execution (business case modelisation, Group approval request, action plan definition and execution, spend authorization and control, project financial performance tracking and reporting). – Handled and maintained controlling tasks and activities during the restructuring phase despite the deep restructuring impact (3 sites closed, 1 downsized) delivering all commitments. – Met project goals and objectives, outperforming targets in the difficult context, by leading and motivating the teams of the restructured entities, to demonstrate their value and capabilities as well as ensuring the best outcome for all employees.

Reporting to the Finance Director of Fresh and Dairy Division (€800M sales in Europe). Mission: As Finance & Strategy Manager, support the management and the operations during business integration following acquisition by Amcor. Key responsibilities: – Instrumental role in successful strategic business development project with our largest FMCG Key Account : – Core member of a small project team (together with KAM and Ops Director) to develop and propose a new way working to our largest customer during high-stake contract renegotiation – Designed new, innovative, strategic business model, by working with our operations experts, defining appropriate business assumptions and federating the teams accross manufacturing, supply and sales functions. – Proof-of-concept by establishing detailed modelisation of financial, industrial and organizational business plans (determination of full costs, target margins, target prices, investment needs). – Onboarded the customer into a multi-year partnership, sharing benefits through a double digit price reduction and resulting in a successful redefinition of our customer-supplier relationship. Key achievements: – Supervised a synergy program for the integration of Alcan / Amcor Fresh & Dairy businesses working with our 14 plants in Europe. – Designed a new operating model to secure a strategic partnership with our largest customer resulting in a strategic 5-year deal with growing 40M€ annual sales commitment

Finance leader of a business unit with €350M turnover, over a cluster of 9 plants in Europe, Russia and Morocco, delivering packaging products to the Dairy markets. Member of the Executive team, reporting to the General Manager. Functional team of eight finance professionals (5 nationalities) plus 2 direct reports. Responsibilities: – Oversaw production of monthly financial statements in coordination with accounting services (US gaap). – Oversaw all finance aspects including monthly closing, reporting, planning and forecasting, internal controls, investments approval, collection, working capital management, cost control... – Grow team competencies improving rigor, ownership anticipation, biz partnership – Provided strong management support to decision making and improved financial performance. Improved business control, delivered commitments leveraging "beyond budgeting" implementation. – Drove management teams towards delivering commitments, deploying financial culture and outperformance mindset – Developed analytical capabilities of finance and business managers. Key achievements: – Increased operating margin by 50% by changing the way of working using rolling forecast implementation, reinforcing appropriation of targets, anticipation mindset and re-positioning finance as business partner (co-pilot). – Minimized working capital DSO by 10%, increasing cash flow delivery year-on-year, through systematic review of A/R and proactive inventory management. – Optimized travel expenses for central support functions by defining rules and communicating on best practices. – Recapitalized Polish plant by securing Group approval for $8M cash injection from detailed improvement project plan developed with the site – Supported local financial director on fiscal audit in Morocco by providing group management fees documentation and justifications – Recovered VAT from Russian authorities (over $4M in cash) defining and implementing a detailed recovery plan working with local team

Pivotal role reporting to the $6bn worldwide Packaging Business Group CFO. Delivered strong support to Group CEO, CFO and business leaders providing value-added information, contributing to decision making and business performance management, challenging the status-quo through critical analysis. Actively worked with international network of finance directors and business leaders (Europe, Asia, Americas) to improve reported analysis in line with financial performance. Key responsibilities: – Prepared Group reporting information (monthly reports, quarterly and annual reviews) for Corporate and external markets, – Coordinated Quarterly Reviews of Business Unit Business Plans and recommended objectives based on detailed review of business projections. – Improved the quality and reliability of the financial information provided to the Executive management. – Ensured alignment of business objectives with Group strategy – Proposed action plan based on monthly financial performance analysis – Familiar with US Gaap, IFRS, Sarbanes Oxley. 3 annual planning cycles completed. Key achievements: – Established harmonized reporting and planning tools facilitating performance management (variance analysis,...). – Supported alignment of reporting processes, helped with (reporting and consolidation) Hyperion HFM tool implementation worldwide following Pechiney acquisition by Alcan. – Coordinated purchase accounting allocation working with business units and Duff & Phelps, reviewing and validating results and ensuring accurate asset valuation.

Reporting to Group VP Strategy and Controlling Key responsibilities: – Coordinate the strategy and business planning processes for the Global Packaging Business Group – Critical financial and strategic evaluations – Prepared summary analysis and recommendations to Pechiney ExCom. – Conducted 3 annual Strategy and Budget planning cycles. – Support decision-making through recommendation prepared for Pechiney ExCom on all strategic investment requests > €5M – Partnered with business teams to ensure project objectives alignment with the strategy, challenge targeted synergies and grow ROI ownership (post-project audit review) – Priorization of investment projects – Helped M&A and due diligence projects, worked with business executives, Pechiney Corporate Finance team and M&A consultants from major private investment banks. Key achievements: – Analyzed over 50+ large projects (acquisitions, greenfields / brownfields, capital investments, restructuring) and influenced multiple acquisitions and value creation investment projects. – Developed comprehensive business integration best practices and roadmap.

Various consulting assignments for a range of manufacturing and service industries (FMCG, automobile distribution & service, energy, airline industry,...) in France and Europe. Presented conclusions and recommendations to clients. Key achievements: – Performed the analysis of the European condiment market, then developed and initiated a Sales penetration Strategy for a Japanese Food producer in Europe (1 year) – Designed and implemented a structured methodology to enhance customer service across a dealer network, leveraging action plans derived from internal site audits for a leading automotive manufacturer in France. Trained and handed over the methodology to a newly formed, dedicated team of internal customer-focused “consultants” (1 year) – Contributed to analyzing the impacts, risks and opportunities from the deregulation of the European Electricity Market for a large, electro-intensive, industrial player