Mathieu B.

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7) 2025/2026 (active) - PMO of the strategic initiatives program and of a global financial project for a 2bn€ revenue French player in IT/Banking/Security under PE. Excom level 6) 2023/2025 - PMO on multiple initiatives, implementation of a new integrated business planning framework (across 15+ countries for >€1bn revenue) addressing governance, collaborative organization for operational and financial planning process, digitization. 5) 2022 - Restructuring/Transformation for a midcap utility player with PE (>1bn€ revenue): with a team of consultants, initiated cost out and operational excellence initiatives around a new Target Operating Model. 4) 2022 - Financial management and Organization for a Debt Investment Fund (AuM>5Md€ ): optimized and reworked the organization of risk and investment decision process, portfolio performance monitoring and regulatory reporting. Due Diligence on 4 potential private debt deals. 3) 2021/22 - Strategy and Organization for a startup in the media tech industry: accompanied the founder throughout the idea generation to the seed and serie A (>8M€ round), in an 6 month period. Deliveries include business & strategy definition and roadmaps, business plans, fund raising and legal structuration. 2) 2021/22 - Post Merger Integration (PMI) for a MidTech: designed, organized and streamlined the integration of the target within the group including Sales & Marketing, Product Dev and support (Finance, HR, Customer Service)? 1) 2021 - Finance and Organization for an investment fund in the energy/renewable/green mobility space: contributed to the inception of a startup related to green hydrogen and truck fleet, structured the business model, the finance operations and the first external funding rounds (>60M€)

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• Strategic design and Portfolio of Scaling Programs: Led post-Series A reorganization, defining clear target operating model matching 5 years strategic plan agreed upon by newly formed board. • Cost Optimization: Achieved 24% COGS reduction by outsourcing logistics and optimizing supply from procurement to production planning and inventory turnover — significantly lowering operational costs while maximizing staff (50+) resources and asset capacity. • Integrated Business Planning and ERP: Integrated End-to-End ERP (HR, Marketing & Sales, R2D, O2C, S2P and F2S) and SOP. Additionally, streamlined financial processes (AP/AR, cash flow, month-end closing) and enhancing real-time performance insights. • Stakeholder Management: Maintained strong relationships with banks, investors, and auditors, conducting strategic reviews and securing alignment on growth initiatives amidst COVID crisis.

• Lead markets launches and revenue growth strategies, creating €5M in ARR. Oversaw operational efficiencies and cost management initiatives across EMEA, supporting P&L optimization and regional expansions.

Investment Banking club, co-president Investment Management club, co-president

• In charge of modelling, valuations and coverage of Aerospace, Transportation, FIG. • Conducted quantitative and econometric modeling for large-cap investment opportunities in aerospace and transportation. Produced in-depth analysis and strategic recommendations supporting corporate M&A and market trends.

. Lecture in Investment Management in French and English for +/-100 students

• Managed collaboratively UHNW portfolios of European and US Equities, and UCIT IV Funds (>600M€ AuM)

. Completed operational assignments focusing on travel and expenses for MNCs, including: - recommendation for optimal internal organisation (staff, it/finance process, travel policies), - procurement strategies and execution of negotiations with suppliers (airlines, hotel chains), - contracts optimization/maximization, development of quantitative models - various strategic questioning on T&E