MAGALIE NAY

Sibelco, mining and glass recycling, sales €2.2b, 5k employees, private equity - France Finance Director Western Europe (France, Spain, Portugal): full finance scope. Key projects: strategic plan over 6 years and 3 years business plan, improve data accuracy, transfer of accounting France to Spain to create a shared service center, cash forecast set-up, e-invoicing, divesture process of 1 site

Industrial robotics, scale-up, sales €30m, 220 employees, EURONEXT - France Scaling financial & operational performance • Improved stock management • Developed industrial controlling culture • Enhanced order intake and commercial offers accuracy

MOËT HENNESSY, Group LVMH, sales €4.8b, 7.5k employees In charge of business controlling, accounting, treasury, compliance, corporate, legal, supply chain, customer services, sales planning, administration IS&T. Managed 19 employees - Transformed the sales planning from an administrative function to a proactive business partner - Created reporting to better pilot the company and serve as business partner with Exco members - Transformed the company culture as per group values and deploy strong compliance behavior - Restructured and optimized the processes: reduction of 4 headcounts (17% of the team), implement electronic flows instead of papers, externalization of low value-added activities - Managed the COVID19 business impact and recovery plan

FENDI, Italian luxury fashion house, Group LVMH, sales €1.2b, 4.5k employees APAC Internal control: Hong Kong, Macau, Korea, Taiwan, Singapore, Thailand, Malaysia and Australia Nov.2012 to Jan. 2016 as consultant and from Feb. 2016 to Aug. 2018 as employee of Fendi Asia Pacific - Implemented from scratch the internal control function: deploy an internal control culture, creation of a store handbook and procedures, training of the employees. Overall improvement of internal control effectiveness within APAC by 33% - Audit of back office and boutiques: creation of audit questionnaires, self-assessment checklist for the boutiques. Overall improvement of internal control effectiveness at boutiques by 20% - Led process improvement: Hong Kong and Macau accounting deep cleaning in 2012 and 2013, SAP champion: propose and implement enhancement in 2013 and 2014, change of ERP: project member on retail and finance modules (request for functions and future needs) in 2017 and 2018 - Coordinated year-end audit and application of IFRS from 2012 to 2014

Provide a wide range of finance services and project management to improve companies performance. From classic support such as accounting, audit, internal control, tax and business set up to finance process reengineering, including M&A assignment.

ABACARE/ALINK PARTNERS, health insurance: led the divestiture of the group in 2011 Offices in Hong Kong, Beijing, Shanghai. Accounting outsourced in Philippines 6 legal entities: 1 in Samoa, 3 in British Virgin Islands, 1 in Hong Kong and 1 in mainland China Managed a project team of 4 employees including 3 General Managers Project scope: internal due diligence on finance, HR, sales, operations and legal. 5 years strategic plan elaboration, valuation, information memorandum, legal data room preparation, transaction agreement review and negotiation up to close the deal

Regional and business scope: mainland China and Hong Kong, 1 factory, 1 trade center & 1 regional headquarter, €22M, 250 employees 8 legal entities, 4 in Hong Kong, 2 in mainland China, 1 in Macao, 1 JV with a Canadian partner Overall accounting, tax and financial responsibilities, internal audit, HR, IT, company secretary, legal Managed 18 employees, 9 of which directly Re-organized accounting & controlling functions - Advanced month end close from 15 days to 5 days - Advanced financial audited report from May to March - Reorganized the team by recruiting 1 Collection Officer and 1 Junior Controller - Implemented internal audit function, recruitment of 1 Internal Auditor Cash improvement - Implemented a monthly cash flow forecast report - Implemented a weekly review for the stock and the overdue - Raised HK$15M of bank facilities for mainland China operations and to build a new factory HR - Re-organized the HR function by recruiting 1 Assistant in HK - Recruitment of 15 employees and 30 workers Corporate - Board minutes, distribution of dividends, change of memorandum of articles, change of business scope and increase of investment in China - Assisted the Managing Director on legal cases, such as HR cases and counterfeiting

Automotive components supplier, revenues € 1 billion, 6 k employees, listed on London Stock Exchange Business Group Closure Mechanisms, worldwide scope. 4 factories & 2 R&D centres in France and Turkey, €200M, 1.4 k employees, 4 legal entities Overall accounting and financial responsibilities, including as well strategic plan, risk management, corporate governance Managed 20 employees including 4 plant Controllers and 1 engineering Controller - Pivot role in strategic review for the Business Group: cross function team management, market analysis, and proposal review with the Group Executive Management - Optimized working capital: decrease stocks by -20%, overdues by -40% - Revamped overall general expenses resulting of €1.4M savings for all the divisions in France - Member of the restructuring team during the liquidation, participation to elaborate the social plan

Automotive components supplier, revenues 1US$1.4 billion, 45 k employees, listed on New York Stock Exchange 4 manufacturing sites, revenues €400M, 1.6 k employees Member of the restructuring team in charge of production transfer and divestiture of 1 plant Implementation of a new financial reporting

Automotive components supplier, revenues $17b, 110k employees, NYSE Regional Corporate Finance Project Manager, Europe, Asia, Africa Oct 2004 - 2006 · 1 yr 4 mos For the European Seat Division, 5 just-in-time plants in France and Czechoslovakia, €500M, 1.8k employees - In charge of SOX compliance - Implemented new French accounting rules - Reduced overall forecast lead-time process by 30%, reduced forecast spreads by 10% - Identified €1.7M/€500k gap in gross/net assets inventories, then developed appropriate obsolescence & inventory plan Corporate projects: M&A and funds management - Due diligence of 1 target acquisition €1.2b, 12k employees - Coordinated 2 plants divestitures in the UK US$95M, 173 employees and in Germany €15M, 109 employees - Raised Government grant of €1.2M to set up a new plant in Sunderland, UK (Nissan project) - Managed response to commodities price increase and recovery issue in Europe, 7 countries: Czechoslovakia, France, Germany, Italy, Portugal, Spain, UK. Process definition and tracking tool implementation: stopped 50% of identified margin deterioration Chief Financial Officer, FranceChief Financial Officer, France Jan 2002 - Sep 2004 · 2 yrs 9 mos Grote & Hartmann, German group, Terminals & Connectors. Revenues €220mil, 2k employees. Acquired by LEAR in April 2004 Plant and R&D centre in France, turnover €12M, 86 employees, 3 legal entities Full spectrum finance, legal, IS&T, HR & admin responsibilities: accounting, tax, cash & controlling process, pricing, administration, IS&T, managed relationships with partners (shareholders, banks, auditors,…), payroll supervision, recruitment, training - Main projects managed: . Design & implementation of ERP ADONIX, X3 (all modules) . Improved Operational Performance System: initiation, management, & coaching of GHW France’s 9 Managers to generate improvement proposals & to agree on implementation . Re-organized accounting & controlling function: automated monthly closing, advanced year-end closing to January instead of May: 4 months reduction with same labor resource Achievements: - As alternative to plant closure, successfully led divestiture of GHW France (due diligence, sale agreement review, negotiation with the purchaser). €4M savings - Reduced 80% of overdues, set up lean Manufacturing initiative, overall energizing of human resources.