Chris Mul

• Re-organise and strengthen the finance team (+70 FTE). • Successfully completed, and improved the accounting system (MD365), process and management information, financial reporting and centralization of key accounting functions. • Tracking, reporting on loan covenants. • Developed/introduced the following functions to better service the company’s strategic goals: Treasury, Internal Audit, Financial & Compliance reporting.

Group Finance Director/Company Secretary Luxembourg - Oct 15 – Mar 20 UK - Apr 20 – Oct 20 Cost Control (22 direct reports) • Driving cost control programs, achieving cost savings of £60m p.a. • Reduced group headcount by 350FTE (14%) and associated costs of £24m p.a. • Renegotiated, cancelled and entered into new contracts saving £34m. Debt Collections (43 direct reports) – added responsibility from Nov 2019 • Reduced outstanding debt by 16%, by re-defining collection process and payment plans,

• Reduced the number of underperforming centers by 12% adding £12m to EBITDA. • Reduced Centre maintenance cost by 6%, adding £2m to EBITDA, • Lowered maintenance Capex by 9%

Interim - leadership role that bridged a gap between a leaving and new appointee. • Accelerated transition from Legacy accounting systems to global platform, saving £1.4m p.a. • Implemented strategy that focused on critical activities that allowed for specialization

• Completed negotiations (establish sales price) to acquire Regus Germany 2 largest competitors. • Integrated 2 large acquisitions, which doubled the size of the German operation to €100m Revenue p.a. • Identified a further 4 target companies (identification, due diligence, negotiation, and integration) to grow the business by a further €25m p.a.

 Worked with the MD Products & Operations to expand the Non-residential range of products from a revenue of a low £150m to £185 p.a. by 2013  Introduced new client renewal strategies, from a manual to an automated system, increasing customer retention by and additional 3.4%

Appointed by Oshkosh Corp (owner) to prepare the company for a trade sale. Hired by new owners (PE Company) to turnaround a history of declining sales and financial losses.  Prepared pitch deck, to include a turnaround business plan, for potential investors.  Hired by PE company to execute the turnaround business plan to take company from financial losses to profitability in just under 2 years.  Signed off on purchase of new inventory control systems (£1.1m) and reduced excess inventory by ₤3.4m.

 Assigned to the Executive office to provide Operational and Financial support to the CEO and COO with regards to new business opportunities  Redeveloping of group policies and procedures to reduce time spend on administration at centre level  Designated finance director for the Global Marketing Department (annual budget £25m)  Overall financial responsibility for the group IT and Sales Departments

 Resolving immediate cash crises and bring company back into positive contribution after company been recovering from being subject to a financial restructuring where 22 of the 49 business centres had been put into corporate voluntary insolvency.  Established a renewed basis of trust with landlords and suppliers, enabling to renegotiate payment terms.  Successfully renegotiated lease contracts with landlords and leasing companies

 Establishing current financial position  Working with, and advising the insolvency administrator  Identifying potential claims against shareholder and applications for equitable winding-up  Detailing property aspects of insolvency and retention of title.