Stephanie Martin Email and Phone Number

in charge of managing Latin American Export market top line and profitability where we operate through distributors (14 countries / 5 distributors) in Neurology, Oncology, Aesthetic and Rare disease • Triple revenue in 5 years through launch of new products, renegotiation of contract improving current T&C , increase market share, Growth to Net analysis. • Adapt, implement global medical and marketing strategy, and provide guidance to local partners. In charge of Budget, 5 years strategic plan • Align partner strategy and monitor implementation and execution of strategic plan • Analyze market data and insight to identify growth opportunity , implementation of KPI to monitor partner performance • Footprint analysis of the region to define best go to market model by country leading to approval to open a new affiliate in Colombia. Coordination of different workstream (global/local) to prepare successful opening in 2022• Build up and animate partner community.

• Member of management committee of Ipsen Mexico, managing a team of 5 people• Responsible for financial processes (Budget, forecast, balance sheet, profitability, cashflow). • Responsible for HR, logistics, procurement & IT operations for Mexico • Controller for LATAM countries (Colombia, Argentina, Chile & Central America), calculation monthly discount for distributors, gross to net • Main achievements: Build financial team, manage compliance with authority in a complex environment, cleaning balance sheet, simplification of process and reduction monthly closing lead time (-5 days), renegotiation of main contracts (saving for travels, outsourcing, leasing , distribution), switch to warehouse under better conditions, improve internal controls• Management of relationship with 2 main distributors• Financial management of Candy foundation and successful handover to new board• 2 successful internal audits with no major issues

• Responsible for overall financial management ,profitability and compliance of Eastern countries (Ukraine, Romania, Turkey and Greece) - revenue $330m• Recruit and build financial team in Turkey and Ukraine (team of 10, plus outsourced team)• Monitor working capital by keeping DSO, capex and liquidity at optimum level (decrease cash level in Ukraine by $30m, reduction of DSO by 10 days in Turkey)• Optimization of cost structure in Ukraine to keep profitability despite reduction of activity• Advice and enforce compliance with local legislation (customs, tax optimization, etc.)• Ensure compliance with internal policy, US GAAP and Sarbanes Oxley through periodic internal audit and training. Assist external audit• Implement procedures to improve efficiency of the team and reduce balance sheet exposure (monthly reconciliation, intercompany transactions, VAT, Withholding tax etc.)• Review profitability of major multi segment tenders and advice on Terms and Conditions

• Responsible for the overall financial management and profitability of 2 Segments: Well services (revenue $700m) and Completion (revenue $300m)• Optimization of working capital by decreasing inventory level • Review all major tenders & contracts (build scenario of profitability for a $3billion tender)• Drive action plan for underperforming business unit (zero loss making target achieved )• Provide guidance and coaching to the manager/controller in the field on financial procedure, best practices (asset efficiency improvement, restocking program)• Coordination of integration of new acquired company into Completion segment (transfers of contracts, assets and inventory)

• Project manager of a $70m acquisition during the 6 months integration process• Set up working groups by subject/department and define objectives and detail planning for each of them. Identify risks and potential delays to be presented at steering committees• Analysis and recommendation on compensation and benefits harmonization

• Consolidation and analysis of Carbonates results for 8 plants in EMEA region (revenue €55m in France, UK, Italy, Turkey, Tunisia and Belgium)• Manage local accounting and financial teams (10 people). Regular on-site presence.• Cash follow up: corrective actions implemented to reduce inventory and overdue• Implementation of KPI to measure productivity, manufacturing variances and standardization of report between plants.• Restructuring plan in the two French plants

Valeo Service (automotive industry): Management controller (Sao Paulo, Brazil), March 2006-October 2007• Management controller ( revenue for $33m) with a team of 2 people• Monthly closing analysis, budget process, implementation of key indicators, follow up of general expenses and marketing costs• Purchasing price analysis, eradication of loss making products, control of overstock, freight analysis to optimize shipment, profitability studies on new projectsValeo wiper systems (automotive industry): Industrial controller and treasurer (Campinas, Brazil), August 2003-February 2006• Industrial controller ( revenue for $66m) with a team of 3 people• Follow up and analysis of standard costs, inventory and material consumption evolution, organization of general inventory, implementation of cycle count• As Treasurer, review and management of the cash position, implementation of monthly forecast of cash flow, reduction of customer overdue• Projects controller: Validation of investments requests and quotations for new projects, follow up and control of the order book. Participation in the implementation of IFRSValeo wiper systems (automotive industry): Consolidation Analyst (Detroit, USA), January 2002-July 2003• 6 months trainee at Headquarters before leaving to the USA• Responsible to analyze and consolidate monthly results , Budget and 5 years plan for 3 plants• Validation of plants investments before financial director approval