Marc Dumoulin Email & Phone Number

London W2 2ES, GB

Dubai, AE

Group CFO, the role consists in leading the growth and scale up of the company through finance transformation and aligning objectives to the capital raise road map.

Gloucester, GB

• Initially worked in Bangkok before taking a bigger role in Dubai. Head of the Finance function and a member of the Executive Committee reporting to the Board. Manage the business performance from commercial support to.
• Structured an effective control process from scratch and provided a complete and comprehensive financial Board pack
• Implemented ‘One Global Bank + One Local Bank’ principle and organised an E-banking Systems Administrator
• Successfully established a regime of corporate governance: DOA, policies, key controls, Group audited accounts
• Worked directly with the CEO to draft and implement a Group restructure and make recommendations to the Board
• Effectively managed the company for 6 months in challenging conditions with zero cash in bank

Houston, Texas, US

• Controlled the production systems and enhancements service line (worth $215m in revenue). Responsible for Capex and ROI evaluations and driving the service line business performance, which was the most profitable.
• Successfully undertook the general management of the service line with the newly appointed Asia President after simultaneous departures of the 3 service line executives
• Implemented and applied 4 restructure exercises following the start of the oil and gas crisis in 2014
• Managed sizable projects with values of over $100m in challenging countries like Venezuela and Chad

Houston, Texas, US

• Head of Finance for the Asia Region (Papua New Guinea to Sakhalin), managing a finance team of 48, including 10 Finance Managers, covering 12 Countries. Drove growth in the region while maximising the cash flow.
• Deliver and present complex operational and financial planning (Across various Product Lines) to EMT
• Process improvements for Assets Tracking (Main Equipment and Sub-components) and in management of inventories
• Fulfilled ultimate objective of generating cash flow to fulfil the LBO bank covenants
• Drove the personal development of Key Finance Personnel
• Successfully led a diverse Finance team while building strong relationships with all Operations Managers at all levels

Houston, Texas, US

• Responsible for the integration of the acquisition of Production Testing International ($150m) to Expro Asia business. Assured the continuity of the PTI business performance while implementing the Expro process.Notable.
• Rolled over SAP into the newly acquired PTI with minimum business disturbance using a soft touch approach
• Helped develop the business by creating a healthy and productive relationship with the leadership
• Exceeded expectations for cash flow generation while Expro was under LBO
• Set up an effective tax strategy using an extensive tax knowledge and expertise of South-East Asia

Houston, Texas, US

• Head of Finance for the Asia business reporting to the Asia Director and Group Controller. In charge of all aspects of financial controlling. Undertook a full review of the Asia organisation (Finance and Operations.
• Reorganisation of the finance structure and pushdown of data ownership
• Setup of key controls, prioritising tax, and compliances issues - Zero Delay in Tax Returns.
• Drastically reduced DSO from 110 to 79 days by implementing a cash culture across the business following the change of ownership (From a delisting to LBO)
• Streamlined the system by rationalising bank and bank accounts using just one global bank and one local bank
• Made a recommendation for localisation of middle management expatriate positions

• Head of Finance for the whole of Europe and North Africa, in charge of all aspects of financial control. Implemented a new financial organisation with recruitment of senior Finance Managers in the UK and Italy Notable.
• Successfully integrated a major acquisition in Italy
• Improved cash flow generation by reducing DSO from 105 Days to 85 Days

• Managed a diverse Finance department of 40 employees over 9 subsidiaries. In charge of all financial aspects for the region and provided commercial and financial support to the business units in Asia. Rolled-over a new.
• Reduced legal entities to improve visibility to investors and other parties like banks
• Significantly reduced company overdues accompanying the implementation of the cash culture when the company was taken over by a PE firm through the LBO process
• Played an active role in the sale of a well testing activity to PWS (Later took over by Expro), which was a $60m transaction