Promote collective savings instruments such as Mutual Funds (FCP) on West African Monetary Union financial marketsIncrease the financial returns of these FundsContribute to the financial education of the populations of the sub-region

Challenges:Structure the Administrative and Financial Department as part of the operationalization of SBIN SA approved by the Board of Directors on April 24, 2020.ResultsImplementation of the operationalization plan of SBIN SA as approved by the board & structuring of the Financial Department- advance financed by the Public Treasury. The advance was fully repaid in June 2021- Closing of the SBIN's 2019 corporate accounts pending: Preparation of the 2019 financial statementsHuman resources organization within the Administrative and Financial Department- Recruitment of a controller: development of an expenses budget for the second half of 2020- keys Administrative and Financial Department: Controlling, Accounting, Treasury, Collection, General service, Purchasing and logistics, Asset management- Budget for 2021 with the ambition of a rate of return on operations of 25% and a profit for a first year- “Low cost” management of operating expenses with optimization of distribution, energy costs, mission costs, increased digitization working methodsCash management:- Relationship with banks: negotiation of bank charges, investment of excess cash- Bi-monthly cash flow reporting- Annual cash budgetTaxation- Mitigation of tax risk: compliance with tax calendar- Application of invoicing rules in accordance with tax regulations- Follow-up of the tax compliance of all supplier partnersAccounting tools: PERFECTO- Acquisition, implementation, training- Alignment of the accounting of the 3 activities of SBIN: submarine cable, infrastructure operators and ISPEstablishment of the logistics purchasing department and general resources- Fleet and drivers management - Fuel management of technical sites and value tickets for vehicles- Purchases of goods and equipment below the public procurement thresholdPublic markets:- Annual Work Plan and the Procurement Plan with the Person Responsible of Public Procurement - Alignment of the Procurement Plan with budgets

- Financial advice and business strategy Organizational audit, definitions of organizational diagrams and evaluation of procedures Project studies and management, development of strategic documents and business plan Management consulting and training of financial executives Risk management, financial arrangements and credit structuring Strategic planning in the context of change management Project structuring including coordination of marketing, commercial, financial and legal studies Fundraising Inventory of fixed assets and valuation of assets- Missions carried out: Business plan development on behalf of the Telecom Azur Congo Group as part of a strategic Azur-YTT merger for the launch of a 5th GSM operator in the DRC Development of a strategic document and a business plan on behalf of the GS2E firm for a merger project GS2E – Deloitte Training Project management and fundraising for the Green Park City Project of the Société de Promotion Immobilière du Benin (SOPIB)

Challenges: Manage the structuring projects of the Finance and Accounting Department in order to allow an agility of the financial and accounting processes on the one hand and to make the financial information more reliable on the otherResultsManage the Transformation of the financial information system: migration to Oracle E-Business Suite Financials integrated management software package.- Time to market project management (TTM)- Organization and management of job workshops and define functional needs- Elaboration of documents synthesis of the workshops and propose action plan and implementation timeline- Define with the Information system department of the implementation mode to implement On Cloud or on Premise- Analysis of the integrating partner offers to be selected based on its experience in the sector, implementation time, implementation costs, post-go live support and maintenance support- Organization of a functional specification workshop with the integrator and job owners and think out/ validate the reference document.• Deployment of interactive key data monitoring tool (KPI)- Focus on operational performance factors (revenues - opex - Ebitda)- Monitoring the real-time, evolution of the profitability objectives in a global way but also with a very detailed level of granularity• Project to produce technical and non-technical inventories- Think out the specifications and launching of the tender for the realization of the inventory- Analysis of bidders' files technical capacity, methodology, financial offers and references in the mission- Coordinate of preparatory meetings between the various stakeholders: project manager, project owner and the different subcontractors- All site inventory: Global communication of the project to the staff, access facilitation, inventory, identification and labelling- Accounting and financial reconciliation, Elaboration of a management procedure for technical assets (network and infrastructure),

Challenges: Structuring the Administrative and Financial Department of the subsidiary - Make information more reliableResults• In charge of a team of 17 people - 4 departments (Accounting, Purchasing & Logistics, Controlling, Internal Control)• Responsible for the P & L and the balance sheet of the subsidiary: production of accounting and financial information: turnover in 2016: + 15.4% vs 2015• Manage direct costs (-2.4% YoY) and indirect costs (+ 14% excessive fuel consumption to compensate for the primary energy lack.• Operational cash management, cash optimization and working capital needs: Positive organic cash flow.• Conduct the reporting process (closing, budget, forecast, medium-term plans).• Support to the General Management in the implementation of action plans.• Monitoring investments and project profitability• Relations with third parties and the Group on financial matters (CAC, banks)• Management of tax audits and the relationship with the tax administration.• Chief Compliance Officer (CCO): ensure the best practices - Member of the Orange Group's CCO network• Internal control: Implementation of Group control points on mobile banking services (cash in / cash out, P2P)• Project manager for the Sage L 1000 deployment and the Gpto tool for inventory management by Horus editor.

Challenges: Structuring of the Administrative and Financial Department and establishment of a functional organization between the subsidiary and the regional management based in Casablanca.ResultsPrepare monthly reporting and year-end closing (income statement)Develop annual sales budget (TCV 5 millions Euros in 2012) and Opex (to monitor 1 million Euros) working with operational departmentsBudget Control: management of procurement and external services resulted expenses reduction of 55% and in a 30% in Opex saving.Implements Internal control procedures such as accounting and financial procedures, process travel process obligatingFinancial analysis long/med/short termManagement control by analysing of KPI as sales revenue/staff cost ratio or sales/expenses ratioLead Project implementation of general and cost accounting with implementing Sage L1000-Remote ClientRelationship with banks - Monitoring of cash: Negotiate credit line and overdraft for 90 K€ at rate 11% - monthly reporting cash to overview our bank positionManage headcount issues and implement social regulation: monthly payroll of 21 K € and social obligationAdministrative follow up of insurance and litigationManage tax and legal issues

Challenges: Creation of the Central Africa office of the Sanofi-Aventis Group with its headquarters in Douala and HR affiliation of the country teams (Cameroon, Chad, RCA, Gabon, Congo Brazzaville, DRC, Rwanda, Burundi, Madagascar, Djibouti) to the regional officeResults:• Setting-up of the Sanofi-Aventis Group's Central Africa office - Head office in Douala- Interface between the Group and the administration on legal, tax and social matters during the creation of the subsidiary and the offices in Gabon and Congo- Legal and accounting management of the Trustees mandated to staff and cash management in the DRC, Chad / CAR, Madagascar, Rwanda / Burundi, Djibouti- Management control: Animation of monthly and annual closures- Monthly reporting of activities and income statement (P & L) showing an improvement in Business Operating Income + 17%)- Analysis and comment the comparable sales by company, product and country (+ 5% vs 2009) - Headcount reporting in coordination with the Human Resources Department and reporting in HYPERION package (HFM)- Reporting of operational costs (OPEX) of each country and in consolidated with analysis of expenses by nature & P & L line, and promotional items by product.- Reporting in HFM of P & L and cash flow- Retrieve HFM and comment of the consolidated P & L of the area• Budget process,- Elaborate the annual budget, the 3-year plan, and the quarterly trends- Budget control and contingency plan implementation• Cash management:- Credit Line and Overdraft Trading- Forecast and management of advances to local companies - monthly reporting of consolidated cash flow• Internal control- Definition and implementation of procedural manuals: expenditure commitments (OPEX / CAPEX) - accounting and financial procedure - travel procedure and expenses reports

• Financial, logistical and organizational management and coordination of the holding companies• Coordination and consolidation of the accounts of Group companies• Determination of commercial objectives in terms of turnover, margin, profitability

• Administrative officer: Monitoring the production, logistics and distribution of products from overseas territories• In charge of the establishment of the sales account of the producers and payment of these after deduction of all the commercial expenses and commissions on sale• Quality Control Manager: Development and implementation of quality control procedures for producers and distributors

• Reporting officer for the 10 profit centers• Preparation of the budget and the monthly reporting to the headquarters, • Establishment of dashboards and cost accounting,• Variance analysis Budget-actual by monitoring turnover and margins• Production of monthly and quarterly results of the 10 profit centers• Development of internal control procedures to ensure reliable flows and information• Assistance to profit centers to elaborate their commercial budgets