Sylvain Berquet

Objectives : changing the business model of Staples’ largest subsidiary in Europe by developing turnover and bringing about profitability. Action plans: - Steering sales operations: Mid-Market, Enterprise and Global Accounts, Back-Office and E-Commerce. Completely transforming the organisation and setting up the new business model amongst customers - Co-ordinating operational and functional divisions - Steering and helping the management board progress

Objectives: - Returning the company to profitability Action plans: - Reducing commercial costs - Developing performance through re-structuring the sales teams - Increasing margins Results: - Company recovered equilibrium within 18 months - Member of Staples Champions’ Club in 2012

Objectives: - Improving profitability and selling the business (LBO) Action plans: - Segmenting clientele (Mid-Market / Key-Account). Merging 2 sales forces - Launching a new range of unique concept and high added value products - Gaining and developing Key Accounts (Leclerc, Veolia, Sodexho, Elior, Engie) - Steering and restructuring a sales force of 90 salespeople Results: - Profitable company, gross margin 74.5%. Key Accounts turnover X7 over 3 years

Setting up the company’s business and market in continental Europe Action plans: - Redefining the concept and developing a per country commercial and marketing strategy - Gaining, putting into place and following up specialist outlet Key Accounts - Managing a sales force of 10 salespeople - Recruiting and putting into place distributors, developing partnerships Results: - Listing with the most important nursery furniture wholesalers in Germany, Benelux and France - Sales x 150% in 2 years

Action plans: - Management of a sales team of 210 people - Definition of the sales strategy, the action plans and the objectives - Control of the activity and set-up of the necessary correcting tools - Responsible with HR for the recruiting, training, promotions of sales people as well as the motivation tools Results: - 2001-2002: + 15% turnover growth 2002-2003: + 39,2% 2003-2004: + 45% 2004-2005: + 21,4% - Margin increase: + 4% - 8 new sales agencies created

Action plans: - Management of a team of 25 people - Definition of the products range, the purchasing and the promotions strategy - Build-up of a yearly catalogue and of monthly flyers - Suppliers negotiations: 80 Million, 200 suppliers, 5.500 products - Responsible for intern and extern events - Responsible for the tariff and the margin Results: - Best Marketing team Lyreco worldwide 2002 - Margin increase of 5% - Service level from 98% to 99,5% - Suppliers contributions up to 20%

- Management, selection and harmonisation of 4 product ranges for all European, Asian subsidiaries and Canada - Negotiation, management and local implementation of the international suppliers - Cross-management of 15 local marketing teams Results: - Launch of more than 200 common products per year - Significant savings based on negotiations with suppliers (more than 2 Million € per year) - In charge, on a European level, of the projects « Catalogue Merchandising » and « Products ranges analysis ».

Action plans: - Definition of the products and marketing strategy for the whole range - Management of the catalogue: merchandising, printing, layout, and photographs - Purchasing: selection of suppliers, negotiation of prices, conditions of payment and deliveries - Pricing of the products Results: - Brought the company back to break-even - Significant cost savings and improvement of margins

Action plans: - Management of a range of 1.000 products - Selection and merchandising of new products - Management of the catalogue - Negotiations of purchasing prices and back-end programs

Action plans: - Published and presented the monthly financial and management indicators, and annually the budgets - On demand analysis for the Board of Directors at Lyreco

Vision, Strategie, Execution, Motivation

Audit, Controlling, Finance