In July 2018 I was appointed CEO of Simaero to transform the company into a successful international scale-up, under the ownership of Rive Private Investment.In the following 6 years, the company embarked on a deep transformation journey:* EBITDA x4* Complete management overhaul* Innovation and digitalization* Deep internal transformation and structuring* Balance sheet reorganization* Expansion in China, India and Saudi Arabia The company is now positioned for a fast growth strategy.

Ixens is an advisory firm focused on mid-size companies (turnover €20-300m) with business potential (brand name, innovation capacity, quality assets...) but with limited profitability primarily due to balance sheet or shareholding structure issues. We advise historical shareholders or lenders, to recapitalize the company and work with the management team to define, finance and implement a strategic plan to return the company to growth. While we can act in any industry, we have specific experience and interest in: Asset intensive businesses, Oil and gas / energy services, Business Services, Industrials, Healthcare services and Consumer brands. Main transactions/assignments include:* Advisor to a greenfield industrial company set-up in China by Western managers, to open their capital to an industrial partner* Restructuring of a €300m company under LBO, leading to a significant debt for equity swap and entry of a new investor* Recapitalization and expansion investment in a growing small business which underwent but recovered from a liquidity crisis. * Advisor to a hedge fund on its short strategy on listed distressed equities

Courses in Corporate Finance and in Private Equity, to students of the Grande Ecole, Master and MBA programs.

Through the acquisition, turnaround and merger of 3 independent companies, we have created what became in 2013 a leading provider of subsea inspection, repair, maintenance and light construction services to the global oil and gas industry, with over US$400 million of sales, close to 1,000 employees and active presence in the four main regions for offshore Oil and Gas: the Gulf of Mexico, the North Sea, Africa and Asia Pacific.I was appointed CEO in July 2012 to oversee the merger of the first two companies in a context of difficult financial performance.Between 2012 and 2013, we grew the group sales by 45% (organic growth excluding the acquisition of VMS) and increased the profitability (EBITDA) of the group more than 3x.Beyond financial performance, we actively created a single, integrated global group and organization, from 3 small, local and diverse companies. The creation of Harkand Group started with Oaktree taking control end of 2010 of Gulmar Energy SA (UAE) a bankrupt company that we turned around in 2011/2012. Gulmar was restructured and renamed Iremis in 2012.From the beginning, we saw an opportunity to consolidate the global market of Inspection, Repair, Maintenance and Light Construction for the offshore Oild and Gas industry.The second step of that strategy came in 2012 with the acquisition of Scottish group ISS/Andrews Survey. They brought a strong reputation for the quality of their services although the company had faced financial difficulties and needed support to reach their next level of development.Lastly in 2013 we acquired an underperforming subsidary of Veolia, VMS, in Houston, USA. Again, we believed that the quality of the staff and of the assets would be a significant contribution to our building the global leader we were aiming for. From this vision and these acquisitions, Harkand was formally created in February 2013 and became an integrated and profitable group after the significant restructuring done in 2012 and 2013.

The majority of my time was focused on driving the creation of Harkand. In parallel I was involved on other special and restructuring situations, in particular in the shipping industry.

The majority of my time was focused on acquiring and then supporting Fraikin (see below) as well as the restructuring of CPI (see below). In addition, I spent considerable amount of time diligencing and negotiating several transactions in the private health sector, although none eventually materialized.

Shortly after my joining CVC, we acquired Fraikin, France's (and Europe's) largest truck leasing company. Whilst a robust company with a long track record and a quality staff and management, Fraikin was shortly faced with the collapse of financial markets which started in the summer of 2007, followed by the economic downturn.Despite these adverse conditions, we actively supported the company. My focus was primarily on (i) raising a new debt securitization in 2008 despite a closing market, (ii) supporting the company whilst it was facing liquidity issues in 2009 and (iii) renegotiating its acquisition debt in 2009. At the same time, the management drove performance enhancement intiatives supported by the newly formed operations team of CVC.

In 2008, CPI, Europe's largest black and white book printing company, which had been acquired in 2005 by CVC jointly with Cognetas, went into financial difficulties.Together with Chairman Patrick Verschelde and CEO Pierre-François Catté, we restrutured the company. My focus was on conducting negotiations with banks which led to the cancelation of 2/3 of the company debt and a consensual transtion of ownership to lenders.

We started the French team in 2001, in a context where ING had limited if any activity in this segment globally. By 2006, it had become one of the leading leverage finance bank in France having then arranged c. 25 transactions and underwritten c. €6 billion of debt over 5 years. In 2005 I was appointed as Managing Director in charge of the Paris office, then the most active office of the business line in Europe.

Together with 2 partners from BCG and L'Oreal, we initiated a project aimed at developping an elaborate content and e-commerce suite of websites focused on the DIY market. The project was eventually aborted due to lack of sufficient fundraising.

I participated to a number of strategy and organizational missions for large French and UK corporates.

As Watch Officer on an Amphibious Assault Ship I participated to various military operations and exercises, in particular in Africa (Senegal) and Adriatic Sea. During his watch, a Watch Officer is in charge of the whole ship including navigation, helicopter and amphibious craft operations.