Jean Predieri

Privately owned furniture and ceramics housewares manufacturing located in Vietnam Turnaround context with key elements being: - new Business strategy definition & successful launch of a new furniture collection - Recruitment of a new management team - Manufacturing processes re-engineering - Quality Management System implementation - Fresh funding

Private company offering strategic advisory, M&A and financial serviceswith offices in Singapore and HCM City) In charge of Financial Engineering, Financial Analysis and Back Office - Management of a team of project managers and analysts. - Financial Modeling & Analysis and Recommendations on funding structure. - Strategic advisory to clients including Business plan. - Fund raising with banks and investment funds (documentation and pitch) - Client’s companies operational and financial audits.

(One of leading aquaculture processor and distributor from Vietnam headquartered in Singapore with a production facility in Vietnam and a distribution companies in Australia – USD 70 millions sales and 1,000 employees) Participated to a company Buy Out and Turn around through 2007 and 2008. Project managed ERP implementation (Purchasing, Production Stats, Inventory Management, Sales, Accounting, Costing)

- Developed a Cash Flow monitoring and forecasting model - Defined, planned and implemented major changes in the legal and ownership structure of the company - Clarified the company financial capabilities and needs and initiated discussions with banks in order to implement short term and mid term financing - Reviewed and improved accounting procedures to make available a P&L by outlet

- Turned around a situation marked by rapid growth, increasing complexity, lack of management culture and practices, lack of communication, very low level of motivation and corrupted practices - Introduced management practices in a young organization (started business in 1999) - Contributed to develop and propose a new business model - Fully Implemented SOX, section 404, internal controls - Evaluated, negotiated and implemented a USD 35 millions bank loan

Founding Managing Director of an Interior Design and Furniture Design company. Operations stopped in March 2005.

- Took over a fast growing organization with little structure and built the people and financial / administrative systems and processes that effectively supported continued rapid growth and achieved recognition as one of the best finance teams in Asia. - Implemented the Tetra Pak ERP solution - Established complete sales support system - Reduced overdue receivables by 70% - Tetra Pak Vietnam ranked number 1 within Tetra Pak for Operating Captial Turnover

- Transformed a troubled department into a value-added business unit through restructuring, personnel changes, training, communication and team building. - Led accounting system implementation + interfaced it with Hyperion Reporting and other ERP modules -Supervised the implementation of an ERP system for Tetra Pak France Engineering Division - Reduced time required for overall closing process from 6 days to 4 days with total workload reduced by 50% and nearly 100% quality using Kaizen concepts.

- Project managed 6-month implementation of Hyperion financial reporting software, which reduced lead time for consolidated reporting from 2 days to one hour with improved accuracy. - Developed and Implemented a divisional and product lines based new Group Reporting - Implemented foreign exchange risk hedging to cover USD $200 million of raw material purchases in foreign currencies. Achieved profit each year.

- Selected to head benchmarking team sent to factory in Spain to benchmark efficiency-improving practices. Led team that prepared 3-year action plan that increased productivity 40% and reduced lead time 25% for the French factory, making it the company’s top production facility. - Project managed the integration of Accounting and Factory Procurement and inventory management systems - Implemented controls over expenses and investments

- Implemented controls over expenses and investments where no controls previously existed by translating financial information to technical/engineering department managers in order to cooperatively develop sound budgets. - Instituted a decentralized budget process.

Clarified cost dynamics and identified cost drivers to more accurately allocate costs to each product. Resulting information called attention to an unprofitable product which was eliminated.

Ecole Superieure de Gestion - Business Administration