Number of employees: 25 FTEReporting to the Chief Executive Officers.• COTO manages all the processes and issues, that do not belong to others duties.• debt restructuring with the use of public funds (PLN 0,8M polish anti-crisis shield, EUR 150K Romanian anti-crisis shield; RON 500K Romanian IMM Invest state-guaranteed credit-line),• updating of the company internal procedures (preparing for ISO 9001:2015 implementation), regulations (GDPR) and documentation (transfer pricing);• securing working capital for group companies and providing investment capital for the development of companies (EUR 1,8M)

Number of employees: 123 FTEReporting to the Supervisory Board and partners;• ensuring an increase in turnover value by 35.9% while maintaining the company’s level of profitability in the first 5 years;• managing the administrative, financial, and IT departments of the company – 18 employees• increasing the quality standards of operational activities• acquisition of the spin-off company (Cardinox Busko Zdrój) – former competitor• optimisation of operations in respect to the EBITDA result• ensuring profitability of all company branches• organising controlling and reporting• implementing an IT system based on Asseco Medical Management Solutions

Number of employees: 250 FTEReporting to the Board President• managing the financial, accounting, and IT department – 11 employees• streamlining the structure of the capital group (PLN 100 M income)• responsible for financial, accounting, and fiscal policies of the Companies• implementing a uniform budgeting and internal reporting systems of the Companies;• financial responsibility In following processes:: Scamed S.A. acquisition (2009-2010) – offer not accepted by seller; Carint Group – Scanmed S.A. merger (2010-2011) – offer withdrawn by Carint; Carint Scanmed S.A (2010) – establishing a joint venture; Allenort S.A. acquisition (2014) – due diligence, offer not accepted by the seller due to non-financial reasons; MedHolding S.A. joint acquisition (2012) – dealbreak due to partner resignation.• financing the group’s investment projects (projects PLN 5 to 12 M)Group CFO for the polish Carint Holding Sp. z o.o., involved in interventional cardiology.Also appointed as:- GVM Carint Sp. z o.o. Chief Financial Officer, establishing and operating 3 cardiology hospital centres in Ostrowiec Świetokrzyski, Sanok, Oswiecim - 10.2008 - 02.2012;- Carint Scanmed S.A. Chief Executive Officer, cardiology hospital center in Szpital Św. Rafała (Krakow Area); responsible for establishing the company, shareholders relations, investment and financing, operational activity settlement, NFZ contract, quality standards implementation - 07.2011-02.2012- Konstelacja Sp. z o.o. Spólka Komandytowa, manager; comenagement of the Scanmed Group and Szpital Św. Rafała; 08.2010 - 02.2012

Reporting to Chief Executive Officer and group Controling Department:• Spin-off of the opperational activity;• controling department setup, reorganization of the accouting• implementation of the Austrian Post A.G. accounting and reporting standards

Number of employees: 1085 FTEReporting to the Board President and the Financial Director owner• managing the administrative, financial, accounting, and IT departments – 38 employees• developing a business plan and investment budgets for the years 2007-2010• reorganising the financial-accounting, controlling, and IT departments; • implementing the management and control procedures Ciech S.A. and IFRS standards• debt restructuring, external financing for investment projects (budgets EUR 1’’-10’’)• implementing an integrated company management Oracle systemKey goals were: restoring a positive cash flow by uopgrading production, supporting sales (not my area of responsibility) and identyfing the cash quick wins, organizing the external financing for investment plan. Interesting experience in trans-border leasing; credit line in ING Romania based on the mother-company pledge in ING Poland, 0-cost 'white see' post-production landfill recultivation project (wineyard), effecting strongly on the purchase price allocation; transport department spin-off plan in cooperation with key supplier (lime stone mine) to reduce the cost, increase the efficiency (also financial) of both companies, financed by EU funds.

Number of employees: 35 FTEReporting to the Chief Executive OfficerStarted as Financial Controller, promoted to Chief Financial Officer, also a Management Board member; successfull in companies merger and transformation of Loginet Castor Sytem Logistics Sp. z o.o. (contractual supply-chain management), Loginet Sp. z o.o. (IT solutions for logistics) and Castor System Sp. z o.o. (custom and tax clearence agency) into LCS Logistics S.A.Interesting projects: starting of warehousing services; implementation of live gps tracking for the valuable goods (tobacco business), when such services were still considered a science-fiction.