Michael Massaloux

• Reorganize the Finance department, implementing structured reporting lines and KPI • Follow up the Finance and progress of the newly Restaurant opening (Phase 1) • Looking to raise finance for the second phase of project development, building up a Hotel • Implement HR Software and process • Monitor cash flow for the Group • Act as a Business Partner to the Owner

• Elaborated and drove 3-year business plan strategy, identified levers of growth, implemented KPI • Built strong Financial Model to present a plan and monitor variance against Budget • Followed and monitored closely Key Indicators: Inventory level, logistic costs, operating expenses • Implemented Microsoft NAV in France and developed the E-Commerce business • Reorganized the Finance team in order to produce a timely report, strengthened control.

• Business Partner on growth opportunities and the company’s development in Asia. • Actively prepared the company to a new business model in Asia by opening new subsidiaries in Korea and Singapore o Studied feasibility and ROI while the company was shifting from a distribution to the retail business model o Developed new streams of income through the implementation of the E-Commerce platform, working with Magento and highly skilled E-Commerce and Marketing people. • Prepared the logistic platform to serve Asian customers from Hong Kong: Sourcing, the study of cost and benefit according to the new model. • Re-engineered the Regional Financial Report to incorporate a new business model • Reset the ERP system, setup IT Team to support and enhance company process

• Revamp the accounting and finance department. Establish strong process and controls • Set-up manufacturing plant in Brazil in all finance, tax and accounting aspects • Implement Microsoft Great Plain ERP and SAP B 1 in other small subsidiaries • Handling Treasury functions and managing diverse bank instruments • Decrease Gearing ratio and Risk exposure by re negotiating payment terms with Customer and Vendors.

• Supported and justified transactions between subsidiaries to local regulating bodies by developing a successful group transfer pricing policy. • Enhanced communication, reporting, and performance assessment for subsidiaries throughout 5 countries through design of standardized reporting tools. • Established strong foundation for financial growth by implementing robust internal controls. • Prepared company for global ERP implementation, streamlining operations and reducing costs.

• Led HQ transition from Germany to Hong Kong, streamlining departments from 30 to 18. • Enhanced corporate financial foundation by implementing financial controls, strengthening reconciliation strategies, and building, training, and deploying internal audit team. • Slashed time required managing payroll for 80 Hong Kong staff members by identifying and implementing cost-saving HR software. • Spearheaded initiative to reduce company subsidiaries from 15 to 9, reducing costs driving profitable growth. • Contribute to the opening/closing stores budget planning and strategies

• Constructed solid foundation for rapid company expansion from US$60 Mio. to more than US$150 Mio. within 36 months. • Reduced monthly closing cycle by 5 days in identification and administration of all financial management systems and applications. • Reduced tax liabilities and operating costs by simplifying company structures and directing several large-scale mergers. • Streamlined client payment terms, improving cash flow and simplifying invoicing process.