At Nabla, our mission is to reshape primary care by putting the patient back at the center of the care journey and give physicians and care providers the super powers to deliver a human centric and empathetic care. We believe primary care should be continuous and preventive. Our holistic and empathetic model combined with machine learning will pave the way to precision medicine.I contribute to this exciting project through managing all administrative, financial and legal matters. Among others:- implement GDPR and act as DPO,- organise financing (equity / serie B round, tax credit, grant and debt),- set up the UK and US subsidiaries,- improve purchasing and reporting process by implementing new IT tools

The François Schneider Foundation is a unique institution in Europe due to its theme as well as its work to publicise and support contemporary talents.

TMA is a transition management and consulting boutique providing corporate finance advisory services mainly to high tech companies, helping them to monitor and finance their organic and external growth.TMA is a member of the French Financial Analysts Society (SFAF) and registered as M&A Financial Advisor with AFiTE (Association pour le Financement et la Transmission d'Entreprise).Some recent assignments:1) Consulting• Business planning in the lighting industry (LED)• Assessment of the R&D and manufacturing organisation in the animal health industry• Economic and strategic diagnosis in the specialty chemicals industry• Strategic review, business planning and financing in the flooring industry• Review of bank covenants, treasury forecast and reporting process in the crop protection industry• Assessment of investment opportunities for a family office in the software and internet sector2) Transition Management• Sector: Engineering and construction. Position: CFO. Turnaround management in a LBO framework (treasury forecasting and debt refinancing, monitoring and reporting tools for projects, revision of cost price system) • Sector: Cloud and IaaS. Position: CFO3) M&A - Fund raising• Pharmaceutical and medical devices company• Pharmaceutical company in emerging market• Electronic equipement manufacturer• Engineering company and electric car manufacturer • Software editor for the financial industry

The company is specialized in transit-time ultrasonic flowmetering and measurement system.• Takeover of the company with a partner then management of the company as deputy CEO until the exit through the sale to Faure Herman, French manufacturer of flow meters• Revision of the company strategy and business plan• Financing (debt+equity)• Set up of reporting tools and dash board• Business development (partnerships, distributors and key account management)

Finance DirectorScope of responsibilities: 39,000 staff, turnover: EUR 1,200m, Facility services, 29 legal entities in France• Management of a team of 15 people and supervision of the financial controllers and directors of the French subsidiaries (31 staff)Key deliverables as part of the global restructuring of the French business:• Re-design of the budgeting and strategic planning process,• Revamping of the monitoring tools for the General Manager (KPI, dash board),• Debt refinancing and securitization of account receivables within the LBO framework,• Crisis management and financial communication after a severe credit rating downgrading,• Start up of a corporate governance project based on EuroSOx guidelines,• Divestment of one of the six BU’s

250 staff, turnover: EUR 43m, Software provider for banking industry, 12 subsidiaries, 2 R&D centres Financing and structuring of the Group in a period of fast growth (turnover and staff nearly tripled in three years) with the following key achievements:• Set up of the controlling and monitoring tools for the CEO (IFRS and US GAAP),• M&A: Sale of Fermat to Moody’s Corporation for a total consideration of EUR 150m; takeover of a distributor in Germany; set up of a strategic partnership with a local partner in China,• Legal and HR: Restructuring of the Group: creation of a holding and treasury company in Belgium, incorporation of nine subsidiaries worldwide; set up of standard sales contract; management of all legal disputes;• Tax: definition of transfer price policy and tax optimisation strategy;• IT: specifications and roll out of all IT systems (ERP, accounting, CRM). • Management of a team of 11 people located in four different countries

Group Controller1100 staff, Turnover: EUR 248m, pharmaceutical industry · Development of a controlling system for the whole company. Scope: 17 subsidiaries, 5 plants· Re-design and management of the budgeting and 5-year strategic planning processes· Ad hoc studies and financial support for spot projects (« make or buy » assessment, R&D programme valuation, capital budgeting decision, restructuring of manufacturing and distribution processes in Asia)· Revision of the cost price system and the transfer price policy at Group level· Business planning and company valuation for the take over of a medical devices company· Management of a network of controllers (10 people including 2 controllers based abroad)

Member of the managing committee of the subsidiary430 staff, Turnover: EUR 172m · Restructuring and sale of the subsidiary: · Process reengineering leading to a 20% productivity increase and a 13% cost reduction, · Strategic business planning and budgeting,· Revision of purchasing policy and partnerships, · Design of a scorecard for the CEO,· Sale operation (Information memorandum, due diligence…)

• Feasibility study for the restructuring and spin-off of a logistics subsidiary: Preparation of the business plan taking into account HR and fiscal aspects, fixed assets and company valuation• Assessment of investments in the refinery segment

SAP Competence Centre Manager, South Europe 10 staff, EUR 3m budget• Redesign of operational processes following the restructuring of the Shell Chemicals business portfolio (divestment of 40 % of the product lines and creation of 2 joint-ventures)• Roll out of SAP system in Spain across 4 locations• Implementation of a new European organization for Information Systems teams with savings in excess of EUR 0.5m per year• “Y2K” compliance upgrade below initial budget resulting in savings of EUR 0.2m

7 staff, CAPEX for facilities upgrade : EUR 2m• Complete process redesign from purchasing to finished product dispatching in a cosmetics plant of 160 staff, resulting in savings of EUR 1m per year • Internal Auditor in QA and Operational excellence : audit of research centres (Europe) and plants (Mexico, Canada, United States)• Production and technology transfer between Japan and France

• Development of the manufacturing processes for new formulations of washing powder• Design and implementation of a preventive maintenance programme leading to a 5% increase in process reliability

• Organic synthesis of a drug for heart diseases