Marc Van Hussen Email & Phone Number

Adliswil, Zh, Ch

Monaco

White Castle Partners was created by a team of highly experienced entrepreneurs, investors, tech executives, lawyers, and strategists with years of experience in starting, growing and exiting businesses. We seek outstanding companies with growth ambition and execution focus that have developed leading scalable technology and want to accelerate their growth.

Zurich, Switzerland

Omet Pharma* Finance Fundamentals setup - Chart of Accounts | profit center | cost center | reporting of financial statements* Recruiting and Selecting of Finance staff* Cash flow and profitability assessment and multiyear planning.

Zug, Zug, Switzerland

• Technology function (EUR 200m p.a.) with Financial analysis & governance.• Indirect Procurement (EUR 1Bn Spend; 5mln operating cost) Benefit tracking, spend cube support and methodology and governance setup and implementation..• People & Culture transitioning to global training / recruitment budgets and moving to a global view on HR costs.• Other departments - Legal, property, corporate communication, C&A MT, transformation, CFO function.• Global Cost center structure design & implementation• Departmental reporting for global overhead functions• Budgeting & Forecasting for Global overhead functions• Business Navigation Leadership team.

Zug, Canton Of Zug, Switzerland

• CFO Digital business (€500m Revenue 40% growth) o Web shop / Marketplaces / wholesale channel Business cases & Business Development o Build develop & lead Finance team o Business controlling• One C&A Organizational transformation: o Project Scope + RFI + Vendor Selection o PMO – 10 week org blue printing incl Vendor management o Finance & IT Function SME – Developed new CFO organizational Blue print.• CFO IT & Global ERP Transformation program (T4S): o IT €150-200m spend p/a. T4S Program €350m over 4 years. o 2020 & 2021 Budget process reengineering & Delivery o Transformation for Success (T4S) re-scoping & business case (from €700m 7 year program to €350m 4 year program) o Business controlling for both areas.• Active Portfolio management (APM) o Store portfolio Analysis & Reduction plan for 300 underperforming stores o C&A Store expansion plans for Eastern Europe and Italy. o Governance Process:  APM Policy & guardrails  Meeting cycle & Format (Agenda, minutes)  Business case tools / templates

Nürnberg Area, Germany

EUR700m 2017 operating cost base and 6000 FTE. Realized cost reductions of EUR100m in 2018 by implementing FTE savings (1200 FTE) and data/infrastructure cost reductions. Drove Finance transformation by building a world class global finance team, Transforming reporting & governance processes for operations and technology, implemented Regular calendar and cadence, standard reporting and regular business reviews. Targeted cost deep dives drove Chart of accounts development and Transfer pricing.

Switzerland

SABMiller Procurement GMBH (covering $1.7Bn spend, $85-$100m Annual procurement Benefits, $55m procurement fee/margin revenues, $10m organizational cost base covering 100 regional/local procurement & support staff)Europe procurement Financial performance:• $100m annual procurement benefits commercially completed; Implemented integrated Benefits Pipeline.• $10m Procurement operating cost: cost responsibility reporting and variance management. Zero based budgeting approach to setting the annual operating budget.• $55m Fee revenue management and implementation of Buy-sell in Netherlands, Italy, Hungary, Poland and Romania.Budgeting & Forecasting• Brewing and packaging material pricing, savings initiatives and underlying input cost factors for COGS budgets. Optimize indirect spend budgets and leverage procurement savings to the bottom line.• Procurement Fee model: Coordinate procurement fees revenue stream for inclusion in business budgets and procurement revenue line. Establish operating budget for the procurement function, including FTE movements and zero based spend budgets.Capability and procurement excellence• Implemented Procurement policy in Europe• Implemented Training and capability development in EuropeTeam leadership• Built the EU finance & Ops team Recruited, On boarded and inducted 3 team senior specialist team members and Implemented Team interaction & leadership routines.• Chair EPLT (Europe Procurement Leadership Team)• Stakeholder management (supply chain and commercial finance directors)Projects• F15 & F16 spend cubes: Regional supplier spend, cleansed, aggregated and published.• Global finance hit list implemented: Mobilized the global procurement finance team to

Baar, Switzerland

• Europe Packaging portfolio rationalization: Rationalizing $400m packaging portfolio; identifying and implementing smart differentiation and synergy opportunities.• SABME Capital expenditure management: $200m Harmonized capital approval and expenditure processes across 11 countries; by implementing European policy, tools, templates and ways of working.• Manufacturing Task force: Cost Benchmarking exercise across 22 Breweries addressing $1Bn spend; Identified structural cost savings of $30m; • Transfer pricing implementation: Developed an integrated system to calculate and publish transfer prices between Opco and Comco.• Supply-chain separation: implemented supply-chain separation from a financial perspective; implemented a principles document, built HFM driven split tools & training and managed the financial split process with the countries.• Supply-chain Automated scorecard: Developed a score card reporting system for the newly formed Supply-chain organization to enable the organization to report complex financial and non-financial performance in an intelligible way. • Build an integrated European Procurement function; Release value in approx. $ 1.9Bn of spend; Project Management Office for the organizational transition double hatting as finance lead.

• Finance business process re-engineering – Finance team crisis resolution implemented a new monthly closing and reporting process and restructured Management Accounting team.• Implemented Decision support team recruited and developed decision support team and processes structured around commercial (sales, marketing and trade marketing), Operations (breweries and supply chain), support functions / operating costs and specific support for Capital Expenditure.• Finance performance management Designed and deployed monthly financial statement performance review cycle. Delivered SABMiller Rus F10 operating Budget ($1Bn revenue $250m EBITA), appended with supplementary zero based budgeting follow up for overhead cost reduction.• Team Leadership Led 7 Direct reports + teams in Moscow, Kaluga, Ulyanovsk and Vladivostok covering Commercial Finance, Supply Chain Finance; brewery finance, overheads and capital expenditure.Finance projects• $100m SABMiller Rus Capital expenditure governance implemented (policy, tools, minuted governance body of ExCom members)• $200m Ulyanovsk Greenfield brewery capital expenditure control • $50m Acquisition of VladPivo brewery in Vladivostok.• Legal entity merge SABMiller Rus

Facilitator for spreading best practice and enhancing learning accross the SAB-Miller organisation.

Reigate, United Kingdom

• Led the financial evaluation of a manufacturing opportunity in Turkey, managing a multifunctional team and presenting the financial impacts and conclusions to the board. Board approved and agreed a timeline.• Conducted a multinational competitive pricing review as a base to establish target costs for a new product in feminine care.• Constructed the Russia Tissue business plan, carrying out financial, market and competitor analysis and synthesising the outcomes into a business plan which was presented at board level. Business plan approved, however alternatives to the capital plan needed to be further investigated.• Created and project managed the Russian financing plan which was necessary to convince treasury to support the Russian expansion plan.• Co-Authored the Global Business Plan for Russia and Turkey, two key emerging markets for Kimberly Clark.• Led the key management reporting processes for the MEA division

Moscow, Russian Federation

Business Analyst; providing management information; decision support and control.• Designed and implemented a rolling forecasting process, which integrated the inputs from sales, demand planning, marketing and manufacturing.• Designed a professional business analysis unit for the Russian organisation.• Implemented ABC product profitability reviews: Looking at each business from a product profitability perspective to fuel discussions on necessity, importance and ways to improve the bottom line.• Designed and implemented the contract manufacturing process for Kimberly Clark Russia.• Influenced senior management perspective on Feminine Care Strategy. This caused a change in mind set which ultimately led to sourcing strategy changes

Reigate, United Kingdom

• Improved product cost accounting process for third party garment manufacturing and implemented SAP R3 for this business.• Managed the finance and accounting of protective clothing supply-chain manufactured in Slovakia and China.• Developed performance tracking website for the protective clothing business units to aid their growth ambitions.

Mba, Executive

Msc, Business Economics

Activities and Societies: • Successful 3 year rowing career (reached elite level). • Treasurer of the recruitment and introduction.

Cima, Management Accounting

Part qualified, one exam outstanding.