Samuel Pasquier

• Integration Program director in charge to combine or merge 190 legal entities out of 391 companies in 89 countries with main objectives to improve operational, accounting and tax efficiency, decreasing compliance risks, administrative and fiduciary cost. 52 entities closed in 2018, reaching the highest achievement since beginning of the program. • Leading a team of international project managers and a virtual team of expert (legal counsel, Tax, accounting/finance, Business support, HR and IT experts).

Head of the finance and accounting shared service centre, procurement and real estate organization (83 professionals in 9 locations). Member of the Regional Executive Management Team. Director of several entities.

Managed fast-close for 2012 annual Group Consolidated Financial Statements, achieving 25%-time reduction vs. previous year, on-line with objectives Revamped and led the Group finance Compliance team (3 HC), focusing on development of a global compliance framework, introducing concepts of key controls across financial processes (P2P, QTC, R2R, Tax, Treasury, Assets). Led the implementation of balance sheet reviews and representation letters.

As part of the management team, partner with sales, services and support function leaders on finance matters. Re-organization of the finance team to better aligned with business needs. Lead process improvement with Controllership on financial reporting transparency, book-close procedures as well as business restructuring. Lead the FP&A team to establish business plan, monthly financial analysis and reporting as well as weekly forecast cadence. Commercial Finance: deal structure and pricing.

EMEA Finance Integration Lead: definition and documentation of global financial processes during the integration. Risk management plan with identification of key financial risk areas, definition of new controls and adequate resource planning. Finance Operations lead: Define restructuring reporting guidelines for EMEA countries. participation to centralize the finance backoffice into new shared centers, country best practice reviews

As part of the local management team, I provided business support analysis to the sales and services organizations: investment/divestment business case and support, trends, Key Performance indicators. As achievement, the forecast accuracy at 90 days increased to -/+ 5% of target after one quarter; the customer aged balances decreased by 35% after two quarters; the A/P aged balance reduced by 80% by redefining purchasing process and improved communications with vendors.

Management of financial and operational internal audits across the different business units and geographies. Accountable to provide operational, financial and compliance recommendations to business units and corporate leadership. In 2005, started the SOX compliance testing across few company cycles (international inventory, Accounts Receivables, Payroll) with set-up of the control program, timelines and budgets.

Monitor sales forecast review with each country within the region. Set-up of forecast accuracy tools, KPI. Interface with the factories to improve delivery timelines. Responsible to monitor operational efficiency programs such as Line of Services implementation, operational KPIs, Professional Services pricing. Led a team of 14 HC located across EMEA Countries.