Marvin Pottier

Naki aims at encouraging a more collaborative economy, where goods are shared instead of compulsively bought and abandoned after the first use. Too many times we’ve found ourselves in an urgent need and found no alternatives than buying a single-usage good to resolve our problems. To tackle this issue we build a network of shared powerbanks, to us access outshines ownership, don't buy it! Naki stations can be found in cities across Europe, in bars, restaurants, hairdressers, airports, public transport hubs, shopping centres, fitness centres hotels, event places. We are where you go, just when you need to access and return. Reaching out profitability in Belgium, - Rentals: Expanded from 3200 to 5800 per month. - Revenue: Grew from €11K (B2C)+ €10k (B2B) to €29k (B2C) per month. - Team Management: Overseeing and managing a team of 6 direct reports - Team optimization from 6 to 4 employees - Profitability reached! I became a father for the 2nd, decided to quit from an operational standpoint, I sold my remaining equity in 2025.

Growth objectives focused on Revenue and Profitability Our Growth achievements on that period: - Stations Deployment: from 1500 to 2000 stations. - Rentals: Expanded from 8000 to 22000 per month. - Revenue: Grew from €14K (B2C)+ €10k (B2B) to €100k (B2C) + €15k (B2B) per month. - Team Management: Overseeing and managing a team of 8 direct reports Decreased market size to 4 countries to ensure operational profitability Sales Life Cycles: - Short sales Cycle: Horeca from 1 day to 1 month - Mid Sales Cycle: Corporations like Telco operators and energy companies from 1 to 6 months. - Long Sales Cycle: Infrastructure projects for public transports and airports, from 6 months to 1.5 years. Sales Process Steps: remains the same as (cf. assignment VP of sales)

Kept the same assignment as VP sales and took over HR, consisting of: - Strategic Hiring: Leading targeted recruitment efforts to attract top talent aligned with our startup's vision and values. - Talent Development: Nurturing employee growth through effective performance management - Benefits: Designing attractive compensation packages to attract, motivate, and retain - Compliance: Ensuring adherence to labor laws - Employee Engagement: Cultivating a positive work environment from 20 to 35 employees

Growth objectives focused on network expansion Implementing a comprehensive sales process using Pipedrive as CRM. The Process was designed to target potential clients, gather relevant information, engage with them through calling and mailing, arrange meetings, and facilitate installations. Our Growth achievements on that period: - Stations Deployment: from 100 to 1100 stations. - Rentals: Expanded from 100 to 2000 per month. - Revenue: Grew from €150 to €1,5k (B2C) + €10k (B2B) per month. - Geographic Expansion: Entering 5 new countries to expand our market reach. - Team Management: Overseeing and managing a team of 12 direct reports Sales Process Steps: - Targeting: Identify and segment potential clients based on their industry, location, and requirements. Information Search: Conduct thorough research on the identified prospects to gather valuable insights about their needs, pain points, and preferences. - Calling/Mailing: Reach out to the prospects through well-crafted phone calls and personalized emails to initiate contact and showcase our offerings. - Meeting(s): Schedule face-to-face or virtual meetings with interested prospects to discuss their requirements in-depth and present our solutions. - Installations: Upon successful negotiations, ensure smooth and efficient installations of our products/services for the clients. Sales Life Cycles: - Mid Sales Cycle: Corporations like Telco operators and energy companies from 1 to 6 months. - Long Sales Cycle: Infrastructure projects for public transports and airports, from 6 months to 1.5 years.

Technology Consulting - Engineering & Life Sciences - Corporate Management - Belgian Board Member - 150+ Employees Aligning Belgian’s Operations and Group’s Strategy – stabilizing Turnover while increasing Profitability - Turnover > 12 millions - EBIT 18% (twice above market standards) Advising clients on their new delivery models - Helping them Drive their Transformation from Time and Material to structured projects Managing Relationship with our Key Interlocutors such as: Clients - Managed Service Providers (MSP) - Consultants and Managers Transversally Managing our Support Departments - Finance - Accounting - Recruitment - Internal communication - Market Intelligence

Technology Consulting - Engineering – Business Development / Recruiting Recruitment Process and Training of Business Managers Day-to-day, Coaching, Activity Follow-Up, Analysis and Improvement Coaching/cross coaching Bid, Offer & Service Delivery Managers/Consultants/Team Leaders, Consultants Co-Creating offers together with Offer Managers Internal/External Marketing and Communication Pitching Offers to Clients, in Collaboration with Bid Managers, Identifying and Promoting Team Leaders Key Account Management: Being the SPOC with HQ in Belgium, and for Other Subsidiaries Worldwide Organizing, Leading Meeting with Decision Makers (HR, Procurement, Directors) Implementing Partnerships, and Establishing new Collaboration Strategies Financial, Legal, and Administrative Management: Forecast Management, Following-Up on Margin, Turnover, Optimizing Rates Fixed Price Projects end to end Financial Management

Technology Consulting - Engineering - Business Development / Recruiting Business Development: Developing existing clients while prospecting new ones including 4 Account Openings in 6 months Human resources Management : Engineers Profiles, Candidates Sourcing - Conducting interviews (10/week) Negotiating work contracts - On Boarding new talents - Career Path Management Business Unit Management : P&L management, KPIs Analysis - Negotiating: Rates and framework contracts