185 garden centers, 1000 people. Retail sales € 250 millions. 35 employees in head office Main achievements :1) Setting of the IN’VIVO Group politics after insuring the transition period with ex-owners 2) Improvement of both networks in redefining economic models and partnership contracts Repositioning DELBARD among the main garden center brand names in France3) New start for network expansion, from 140 to 185 shops in about 2 years. Unique brand in expansion4) Profit improvement over € 1 million

Assignments in very different European and African countries :Involvement in European Executive Committees. Creation of a Franchise handbook for the French networks. Market study in MoroccoSet up of synergies between France and Spain, particularly for marketingDevelopment strategy for Spanish network, changing for FranchisingAssessment of Regional Director skills in France, Spain, Germany and Poland.

EXCOM reporting and strategic plan. Council legal representativeHead office reorganisation. Set up of new administrative and HR procedures Budget discussion with UNESCO. Synergies with other international NGOs Fund raising : for example from European Union or taking part in tenders.

Consultant (Part-time) - Relationship facilitator with European companies :Industrial partnership facilitator (new energies, luxury goods industry, automotive) Main HMAD member factory visits. Chongqing National Automotive Test Canter visitMeeting with the Dalian authorities. Follow up of technical tenders

Manager Italian Subsidiary (4 company owned dealers, 100 people) Administration, Truck sales (700 new and used - € 50 million) and aftersales (€ 12 million) The Challenge : 1) Finalize the reorganization of the dealership to enable future development 2) Improve teamwork between the sales force and aftersales organization 3) Regain break-even despite the crisis Action : Change organization from a decentralized to a centralized structure Creation of new management procedures for business control and follow-up Reorganization of sales methods and field follow-up Problem solving meetings between sales force and dealership management Facts & Figures:  Retail sales: from 250 new trucks to 500  Administration cost reduction: -20%  Profit improvement: € 3 million

2004 – 2008: MIDAS Italy General Manager (Turin) 50 shops and 250 employees. Retail Sales: € 20 million. Facts & Figures:  Retail sales: +70% comparable network size  Shop Openings : 15  Administration cost reduction:-20%  Gross margin: +3 points  Implementation of a Quality program  Profit improvement: € 2 million 2001-2004 : MIDAS Austria General Manager (Vienna) 9 shops. 60 employees. Retail Sales € 5 million. Facts & Figures:  Retail sales: +25%  Gross margin: +2,5 points  Profit improvement: € 500,000 1997-2001 : MIDAS France 1999-2001 : Network Support Manager (Paris) - number 2 in Franchise Department - New job in the company created with the aim to reorganise the Franchise Department (300 shops) by recruiting 7 new area managers and creating new management and analysis tools 1997-1999: Regional Manager (Lyon then Paris) Management of 26 franchisees with 34 shops. Turnover € 15 million. Objective : Franchisees support for MIDAS strategy, sales development, service quality control

1994-1997 : Chef d’Agence E.S.R.-STATRANS/SHELL (Business Unit Manager - Paris) Management of 5 service stations/garages in Paris for SHELL subsidiary. 40 employees. Turnover € 20 million. 1991-1994 : Chef de Secteur SHELL (Area Manager – Paris then Lille) Network Management for 37 independent manager service stations Objective: 100 million litres with € 4 million gross margin