Expense Reduction Analysts (ERA) is a global strategic cost-management consultancy that specializes in reviewing procurement practices across multiple expense categories to find savings that can improve cash flow for our clients. ERA achieves cost reductions without compromising the quality, service, or purchase control that our clients require. ERA identifies prospective savings by providing independent reviews of our clients’ business expenditures and identifying areas of potential cost and purchase process improvements. ERA clients realize savings quickly with minimum impact to client staff time required to complete and implement recommendations. ERA has been helping clients find cost-saving opportunities since 1992 and currently operates in more than 25 countries. As a global company, ERA's network of specialists spans five continents, allowing us to benchmark costs and spending, witness the latest supplier innovations, and to know what’s really possible when finding cost-saving opportunities.

• I reported to the President in Venezuela and the Regional Financial Officer, located in Rome, Italy• I oversaw 7 Departments (Treasury, Accounting, Project Comptroller, Information Technology, General Services, Public Affairs and Internal Control). Over 40 staff. • Responsible of 3 Venezuelan Entities, 1 Scottish Entity (Coflexip UK LTD), 1 Venezuelan Consortium (Consorcio Ditech-Hafran) and 1 Italian Consortium (Technip Italy Procurement Services)• Administrator of an EPC contract (HNAY Project) for a 35,000 BPD Naphtha Hydrotreating Plant with client PDVSA. Total Contract Amount: 806 MMVEF and 80 MM US$• Responsible for revenue cycle, financial planning, budgeting, forecast, corporate accounting, monthly and quarterly financial statements reporting, cash flow management including AR/AP, administrative control and Internal Control. • Managed banking, insurance and external auditors (Ernst & Young)• Managed and coordinated all fiscal reporting activities.• Reporting to TECHNIP Group through Oracle Hyperion Financial Management (HFM).Key Accomplishments• Negotiated a Commercial Debt (US$ 17 MM) for a Financial Debt with Petróleos de Venezuela (PDVSA) in October 2015 - December 2015• Secured multiple lines of credit with local banks (BBVA Provincial and Banesco) of more than US$ 4.9 MM in 2013 and US$ 3,9 MM in 2014• Prepared budgets and financial statements for fiscal years 2012 through 2015.• Participated in the external fraud management team since 2014.• Participated in an acquisition of an affiliated entity (Coflexip UK LTD, located in Aberdeen, Scotland, UK)• Updated many internal processes included the Petty cash process aligned to Group Procedures and Standards. • Implementation of the Time sheet system in year 2014.• Refit the IT Server room.• Get the approval the new name of the company, passing from Estudios y Proyectos Ditech to Technip Velam in year 2013• Implemented new Intranet and Internet site for Technip Velam in year 2014

• I reported to the General Manager in Venezuela and the main shareholder in Europe (Monaco)• Oversaw the Personnel, Procurement, Information Technology and Security Departments. • Responsible for planning, budgeting, accounting, monthly financial statements, cash flow management, administrative control and foreign exchange. • Managed stakeholder relationships, banking, insurance and external auditors.Key Accomplishments• Worked carry out the strategy to bring the company from bankruptcy.• Secured multiple lines of credit with local banks of more than US$ 3.4 MM in 2007 and 2008.• Prepared budgets and financial statements for fiscal years 2006 through 2010.• Lowered the accounts receivables from 50 days to less than 30 days.• Negotiated collective bargaining contracts with workers’ union for period 2007-2010. • Led the merger with another company group and the sale of non-productive assets of the company.

Responsibilities included the sale of PC´s, iSeries, pSeries, xSeries, Storage and POS to final clients and through IBM’s Business Partners in IBM’s global financing organization.Key Accomplishments• Increased the sales of used equipment by 50%, from US$ 1.2 MM in 2003 to US$ 1.8 MM in 2004. • Increased the rotation of IBM’s used equipment and lowered the time in inventory from 2 years to 6 months.

Provided IBM clients with technological solutions while offering mechanisms for them to acquire these solutions (HW, SW and Services), through modalities of leasing or financing adapted to client financial profile, maintaining control on of risk that IBM assumed in each operation. As a means of selling, explained and showed the advantages of leasing structure over the cash or credit purchases of information technology assets.Key Accomplishments• Leased and financed IT equipment valued at more than US$ 100 MM. • Awarded with 100% Club in years 1997 and 1999.

Managed international reserves portfolio, placing assets in excess of US$ 2.000 MM in financial institutions generating greater yields in dollar positions, in short, medium and long term investments in AAA securities in USA, Europe and Japan.

Reported directly to company’s president. Handled fiscal, administrative, cash flow, escalators formulas, accounts receivable and payables.Key Accomplishments• Administrative and financial control of the LAMA Project (US$ 30 MM) in partnership with The Pritchard Corporation, for an engineering, procurement and construction project, with the client PDVSA for the construction of a Liquids Extraction Plant of the Natural Gas in Lake Maracaibo.

Main Engineer of Electrical Projects in the area of engineering, procurement and construction of industrial projects, including projects for the oil and petrochemical sector (Project Methanol Plant, Mitsubishi/Pequiven; Project Mixture in line of Gasoline, PDVSA; Project Polypropylene Plant, Propilven; etc.) Released on time and within specification of all plans and electrical designs of the projects in which Inelectra participated, including the coordination with all engineering disciplines.

In charge of the operation of the department (production, quality, efficiency, etc.) and supervision of the personnel as much of operation as maintenance (40 people)