Heavy equipment for construction and mining.Exclusive Dealer HITACHI-JOHN DEERE-WIRTGEN in Ghana, €12M Turnover, 35 employeesPromoted as General Manager to help the company to run a strategic transition.A few highlights:• Strategic reorientation of the sales policy: - Focusing on major mining companies and their sub-contractors;- Hiring of a mining specialist to support the sales force;- Restructuring of the sales force• Relocation of all the service support department to enhance customer ‘s proximity:- Rent of a new land;- Investments in furnished containers: office, spare parts, workshop.- Hiring of a new Service Support Manager.• Cost killing: operating costs were reduced by 28% between 2017 and 2018.- Hiring of a new Finance Manager (local) capable to go further in the new policies (P2P) implemented previously;- Creation of a Management Control position.• Preparation (in collaboration with the board of CEO) of a restructuring plan for 2019: going further in the new sales strategy as well as workforce and assets relocation.

Recruited to reorganize and improve the wider administration and finance. DEM Ghana is a young company (created in 2014) which needed to be structured to secure its growth. Acting as a Deputy General Manager.A few highlights:• Administration, Accountancy & Tax:- Replacement of the whole finance department staff: recruiting, training and monitoring a new team. Implementing “good practices policy” to meet chartered standards (IFRS) and legal compliance;- Tax audit’s management: 3 years audited, €2.2M at the start reduced to €0.25M;- Creation of a standard operating procedures (SOP) for the accounting and procurement teams.• Human Resources: - Drafting of a new employment contract framework in collaboration with local legal advisor;- Implementation of health and safety good practices and policy;- Implementation of a training planning in collaboration with the Heads of Department.• Trade Finance / Bank management: - negotiating/drafting letter of credit, negotiating/following bank guarantees;- Renegotiation/rescheduling of customers ’debt through the banks;- Negotiation of revolving bill of exchange discounting lines.• Management Control:- Machines and spare parts pricing / marge controlling: raising all the machine offers & approving all spare parts and services quotations;- Implementation of a customer discount policy for spare parts;- Service contracts: building up “tailor-made” service contract offers. • Equity restructuring management: increase in capital by debt conversion in collaboration with the company lawyer;

Heavy equipment for Construction and Mining – Spare Parts – After Sales Service – RentalExclusive Dealer CATERPILLAR BURKINA FASO, €35M Turnover, 330 employeesRecruited in a context of strong growth with a view to structure the administrative and financial management of the company, turnover and workforce doubled between 2011 and 2013, significant investments (new facility). Management of a team of 21 people.A few highlights:• Administration, Accountancy & Tax:- Reorganization accounting team: new job descriptions, recruiting, upgrading, training monitoring of employees;- Establishing legal, insurance and taxes department: proactive with administrations. Writing in reply findings in collaboration with the local legal adviser;- Reorganizing General Services: outsourcing part of General Services, set up purchasing procedure.• Trade Finance / Bank management: - Development of credit lines: short-term lines of credit (multiplied by 10), investment financing (€15M over 4 years);• Management Control: establishment of team:- Establishment of a monitoring policy and decreased overheads, margin control,- Profitability by department: spare part, equipment, service, rental (fleet of over 60 machines and generators);- Monitoring investment in a new facility: procurement, cost control, bank disbursements• Participation in the establishment of a customs bounded warehouse and a workshop.

Heavy equipment for Construction and Mining – Spare Parts – After Sales Service – RentalExclusive dealer CATERPILLAR NIGER, €15M Turnover, 130 employees.Recruited in a context of need for reorganization of the accounting and financial administration. Managing a team of 8 people:A few highlights:• Completed reorganization of the accounting team: renewed 50% of the workforce, procedure manual drafting, implementation middle management, training;• Taxation: situation of "permanent tax audit". Tax adjustment €686K€ at the start reduced to €76K;• Draft and negotiation of maintenance contracts;• Establishing of an account receivable team.

• Corporate Valuations;• Financial analysis;• Introducing memorandum;• Financial and fiscal engineering;• Targets searching;• Sector Study;