Frédéric Jan Email & Phone Number

Houston, Texas, United States

COO | Chief Operating Officer | International | Industry | Manufacturing | B2B | Strategic Leadership | Mergers and Acquisitions | M&A | Operational Excellence | P&L | Transformation |Turn-around | Expansion | SME | Medium-sized enterprise❖ COMPANY: Fenner Advanced Sealing Technologies• A global leader in engineered polymer solutions (composites): sealing technologies for industrial, construction, & manufacturing sectors. Worldwide operations across 16 locations, serving industries such as aerospace, oil & gas, and heavy equipment.❖ ROLE• COO overseeing global operations (include Supply-Chain & manufacturing) and strategic business growth: organic and M&A❖ CHALLENGES• Define strategic direction and strategic roadmap to federate leadership and empower teams• Global operations transformation to enhance efficiency, scalability, and competitive advantage.• Lead strategic growth initiatives, focusing on organic development and M&A (Merge and acquisitions), to double revenue by 2030.• Drive operational excellence and ensure cost reductions across a global supply chain.❖ ACTIONS & RESULTS• Led a comprehensive strategic review and strategic roadmap, uniting the international executive team around a new vision, ensuring alignment across all leadership levels, & setting the foundation for global long-term growth.• Spearheaded the restructuring and transformation of Europe, establishing a new regional leadership team & management structure, accelerating financial turn-around & business growth.❖ KEY DATA• Medium-sized Enterprise | €350M | 1400 Employees | 16 manufacturing sites in North America, Europe, Asia, & Middle EastCOO | Chief Operations Officer | Industrial Manufacturing | Global Operations | M&A | Operational Excellence | Strategic Planning | Strategic Leadership | Lean | Business Development | Supply Chain Optimization | Team Leadership | Transformation | Turn-around | SME | Medium-sized enterprise

Shanghai, Chine

CEO | Chief Executive Officer | Automotive | Franchise network | B2C | Strategy | Leadership | Financial Turn-around | P&L Management | Operational Excellence | Business Transformation | Digital Innovation | Expansion | SME | Medium-sized enterprise❖ TYREPLUS• A leading automotive maintenance franchise network, part of the Michelin Group: 1,700 shops, providing comprehensive automotive maintenance services.❖ ROLE• Chief Executive Officer with full P&L responsibility, overseeing all aspects of the Tyreplus network including operational transformation, digital innovation, and financial optimization. I led the company through a period of significant strategic and operational change.❖ CHALLENGES• Transform & turnaround a business with a history of 10 years recurring losses• Reorganize the leadership team and implement new operational models to drive efficiency and service excellence.• Integrate digital solutions and new business models to enhance customer experience and franchise performance.❖ ACTIONS & RESULTS• Established new strategy and roadmap to unite Tyreplus team and franchisees.• Led operational transformation, achieving breakeven in 8 months after 10 years of losses.• Reorganized leadership, improving audit score from 3.5/8 to 7.5/8 in 1.5 years.• Introduced digital and omnichannel strategy for seamless customer experience.• Launched Tyreplus Academy, boosting franchisee skills and driving growth.• Accelerated expansion with 35 new shops per month in 2021.❖ KEY DATA• Network: €1B | >10,000 professionals | 1,700 shops • Franchisor: €600M | 500 employees CEO | Chief Executive Officer | Automotive | Franchise network | B2C | Strategy | Leadership | Financial Turn-around | P&L Management | Operational Excellence | Business Transformation | Digital Innovation | Expansion | SME | Medium-sized enterprise

Shanghai City, China

❖ CAMSO• A global leader in off-road tires and tracks, providing advanced mobility solutions for construction, agricultural, and industrial applications. Camso operates globally including Asia Pacific, on both OEM and Aftermarkets segments. ❖ ROLE• Vice President of Asia Pacific, responsible for regional P&L, overseeing all operations, including manufacturing, supply chain, and business development. I have led the APAC region through a period of significant turnaround, transformation and then growth.VP | Off-Road Mobility | Regional Leadership | P&L Management | Manufacturing | Supply Chain | Business Development | Strategic Leadership❖ CHALLENGES• Drive a turnaround in a region facing recurring losses and operational inefficiencies.• Implement a new regional strategy to boost revenue and profitability through market expansion and operational improvements.• Reorganize the distribution network and manufacturing capabilities to enhance efficiency and support growth.❖ ACTIONS & RESULTS• Led a comprehensive turnaround, transforming a region with recurring losses into a break-even operation within 16 months.• Reorganized the APAC leadership team with new regional management structure, improving operational efficiency.• Expanded Camso’s footprint in key markets across Asia Pacific, establishing new manufacturing and distribution facilities.• Developed and executed a growth strategy that included strategic partnerships & new product launches, driving revenue growth & market share.• Optimized the supply chain & manufacturing processes, resulting in cost reductions & improved production efficiency.❖ KEY DATA• Revenues: $350M | Number of employees: 400 | Locations: 6 branches across APAC (China, India, Japan, Korea, Australia, New Zealand) | Distribution Network: South-East AsiaRegional Leadership | P&L Management | Manufacturing | Supply Chain Optimization | Business Development | Strategic Partnerships | Market Expansion | Operational Efficiency |Asia

Luxembourg

❖ ROLE❏ Managing Director for the EMEA region, responsible for regional P&L, designing the EMEA strategy, unifying the region, and implementing new organization, systems, and tools to drive organic and external growth. Established a new matrix organization across the region in alignment with the global organization evolution.CEO | Off-Road Mobility | EMEA Leadership | P&L Management | Strategic Development | Operational Excellence | Change Management | Business Transformation | Cross-Functional Leadership❖ CHALLENGES❏ Increase market share in a shrinking market while maintaining profitability.❏ Establish a new leadership team with a management framework and systems to enhance operational effectiveness.❏ Align cross-functional teams to drive efficiencies across the EMEA region.❖ ACTIONS & RESULTS⇨ Achieved 10% business growth in a shrinking market (-5%) through strategic initiatives.⇨ Created and implemented an innovative commercial strategy, leading to the establishment of a new global service division, Solideal On-Site Service, which I designed, tested, and launched.⇨ Set up a matrix structure and reorganized from 12 independent “kingdoms” to a unified region sharing strategy, tactics, and tools.⇨ Managed external growth through acquisitions and integration of companies: — Buy in the UK (2015) for $9M in service & distribution. — Buy in Spain (2014) for $15M in service & distribution. — Buy in Austria (2015) for $12M in service & distribution.⇨ Developed strong relationships with key distributors and customers, driving growth and market responsiveness.⇨ Launched a series of new products tailored to local markets, enhancing customer loyalty.❖ KEY DATA12 branches and sales across over 50 countries in EMEA | 350 employees | Revenues: $450MCEO | Off-Road Mobility | EMEA Leadership | P&L Management | Strategic Development | Operational Excellence | Customer Satisfaction | Product Innovation | Expansion

Milano

❖ ROLE❏ Managing Director with full P&L responsibility, focused on financial turnaround, leadership transformation, and evolving the business model. I led the Italian operation through significant changes to improve profitability and enhance market positioning.MD | Off-Road Mobility | Italy Leadership | P&L Management | Financial Turnaround | Business Model Evolution | Strategic Leadership❖ CHALLENGES❏ Achieve a financial turnaround in a challenging market environment.❏ Transform the leadership team to enhance effectiveness and ensure succession planning.❏ Evolve the business model to align with market demands and improve service offerings.❖ ACTIONS & RESULTS⇨ Achieved an improvement in EBITDA in year one, increasing from a negative position to +€250K, with an increase of €600K.⇨ Recruited a new Managing Director and successfully integrated him into the leadership team to ensure continuity and drive performance.⇨ Conducted a complete reorganization of the sales team, including a review of independent representative contracts, pricing strategy, and sales tactics to enhance effectiveness.⇨ Developed an innovative service offer that better met customer needs and aligned with market trends.⇨ Implemented cost-cutting measures that significantly reduced expenses, contributing to the return to profitability.⇨ Launched a new business model focused on tire installation and recycling, positioning the company for sustainable growth.❖ KEY DATA30 employees | Revenues: €20MMD | Off-Road Mobility | Italy Leadership | P&L Management | Financial Turnaround | Business Model Evolution | Strategic Leadership | Customer Satisfaction | Operational Efficiency

Paris

❖ ROLE❏ Managing Director and President for France, responsible for full P&L management, financial turnaround, company reorganization, and the implementation of a new commercial strategy. I led the French operation to achieve organic and external growth while enhancing market competitiveness.CEO | Off-Road Mobility | France Leadership | P&L Management | Financial Turnaround | Strategic Development | Operational Excellence❖ CHALLENGES❏ Achieve a financial turnaround in a loss-making operation, transitioning to profitability.❏ Restructure the organization to optimize operational efficiency and align with new strategic objectives.❏ Develop and implement a commercial strategy switch to enhance market positioning and customer engagement.❖ ACTIONS & RESULTS⇨ Turned a loss of €3M per year into monthly break-even within 10 months through strategic initiatives and operational improvements.⇨ Conducted a significant restructuring, resulting in 50 layoffs and a reorganization of the management team to improve effectiveness.⇨ Achieved procurement productivity improvements of €1M annually within 6 months, enhancing cost-efficiency.⇨ Successfully passed on a 27% price increase during the first 12 months, contributing to improved margins.⇨ Drove 50% sales growth and doubled the staff within 3 years, positioning the team for sustainable success.⇨ Recruited a new Managing Director and two Sales Directors to ensure leadership succession and continuity.⇨ Elevated France from the last position in 2010 to the most highly performing European entity by 2015.❖ KEY DATA75 employees | Revenues: €55MCEO | Off-Road Mobility | France Leadership | P&L Management | Financial Turnaround | Strategic Development | Operational Excellence | Customer Satisfaction | Growth Management

❖ MATEBAT❏ A leading company in the construction equipment rental industry, specializing in tower cranes rental and installation services. The company operates with a focus on providing high-quality equipment and exceptional service to its clients.❖ ROLE❏ Chief Executive Officer at Matebat, responsible for full P&L management in the construction equipment rental industry, focusing on tower cranes rental and installation services.CEO | Construction Equipment | P&L Management | Operational Excellence❖ CHALLENGES❏ Turnaround unprofitable branches to achieve financial stability.❏ Develop and implement a growth strategy to capture market share with national contractors.❏ Renegotiate bank loans to improve financial health.❖ ACTIONS & RESULTS⇨ Achieved a turnaround from negative P&L to break-even for the two unprofitable branches within one year.⇨ Drove 60% business growth by establishing strong relationships with national contractors such as Bouygues, Eiffage, Vinci, and Fayat.⇨ Successfully renegotiated bank loans, improving the company’s financial standing.⇨ Designed and launched a national service offer focused on preventive maintenance, enhancing customer satisfaction.⇨ Developed a new marketing and commercial plan, increasing the rental rate from 73% to 94% within 12 months.⇨ Introduced an innovative “rental and service” business model, generating $500K in revenues in the first year.❖ KEY DATA350 employees | Revenues: €120M | 8 entitiesCEO | Construction Equipment | P&L Management | Operational Excellence | Business Growth | Customer Satisfaction | Financial Turnaround

Epinal

❖ BIHR FRÈRES❏ A leading company in the plastic and textile industry, specializing in plastic & polymer binding solutions. The company serves diverse markets: agriculture, decoration, packaging, & technical applications.❖ ROLE❏ Managing Director with full P&L responsibility, focused on restructuring, operational transformations, and driving both organic growth and M&A activities.CEO | Plastic & Textile Industry | P&L Management | Operational Transformation | M&A❖ CHALLENGES❏ Turnaround unprofitable operations and restructure the organization for improved efficiency.❏ Implement sustainable practices while enhancing product offerings through innovation.❏ Manage growth through strategic acquisitions and operational excellence.❖ ACTIONS & RESULTS⇨ Closed an unprofitable factory workshop, resulting in 50 layoffs & successfully negotiated outplacement plans with unions (2007-2008).⇨ Implemented Kaizen practices, achieving a 7% cost reduction within one year (2007-2008).⇨ Created and launched a recycling chain & the Terreko recycled product range, promoting sustainability (2007-2008).⇨ Designed and established a manufacturing facility for plastics recycling with a €4M investment (2007-2008).⇨ Led the project for a manufacturing JV in North Africa (2004-2005).⇨ Acquired an Italian factory to enhance production capabilities (2005).⇨ Reorganized the Management Committee to streamline decision-making (2005).⇨ Negotiated bank loans and restructured debt to improve financial stability (2007-2008).⇨ Implemented the Navision ERP system to enhance operational efficiency (2007-2008).⇨ Managed M&A activities, including acquisition of an Italian factory for €6M in manufacturing (2005) and the sale of a French manufacturing unit (2004).❖ KEY DATA450 employees | Revenues: €75M | 3 entitiesCEO | Plastic & Textile Industry | P&L Management | Operational Transformation | M&A | Sustainability | Innovation | Growth Management

Epinal

Responsible for North Africa and Eastern Europe

Casablanca - Morocco

Master 2, Business Administration And Management, General

Marketing Research, Marketing Research