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Senior Level Executive (CEO / GM / COO) World Class Manufacturing

Multi-site full P&L responsibility – 18 years’ experience – 4 continents CAREER BRAND:

Deployed Operational Excellence & best-in-class: manufacturing plants & global Supply-Chain

Successful track records in manufacturing businesses LEAN Transformation (Turnaround & Restructuring)

Drove strategy & strong profitable growth (P&L responsibility: Sales $100M+, EBITA $30M, multi-site)

Hands-on Leader cross culturally aware, team builder & excellent communicator ACHIEVEMENTS HIGHLIGHT:

Awarded by OEM (Airbus) & Tiers 1 for best Operational Performance, Customer Satisfaction & Safety

Led LEAN transformations & developed Learning organization that enabled 75% Sales growth (in 2 years), slashed Working Capital ratio by 40% in 4 years) & increased EBITA up to 36% of Sales

Supply-Chain & global sourcing deployment Suppliers OTD raised to 98% & cost savings reached 20% p.a.

Green field plant start-ups: 2 factories construction & full industrialization in LCC / CCC (Tunisia, Czechia)

Enabled to convert a Sales $1Billion contract (15 years) ensuring 100% market share (A320 Galleys)

Crisis Management: in 14 months Slashed to 0 delays to customer, Sales doubled to $24M, stabilized staff

Co-steered new products development & deployment of new R&D processes MRB, TRL, Review Gates ... LANGUAGES: English, French & Czech Fluent, German Intermediate, Thai Basics EDUCATION: Master Degree in Engineering & Manufacturing EXPERIENCE & ACHIEVEMENTS

CEO / GM - DIRECTOR, ELECTRICAL INSERTS OPERATION (BU) 2014 – Apr. 2016 (2 years) CHALLENGE: Nominated to secure Transfer of Work, carve-out the Business Unit & grow LCC Manufacturing site. Full P&L responsibility ($24M). Led all BU functions (Manufacturing, Sourcing, Supply-Chain, Quality, Safety, Lean, Engineering / NPI, Program Mngt., Customer Service, IS/ERP, HR, Finance) 200+ people. Reporting to Division CEO. Successful Crisis Management that led to organization restructuring, BU carve-out, motivating & stabilizing people, regaining customers confidence & grew turnover from $14M to $24M in 14 months.

Motivated, educated & coached Thai staff to Aerospace standards (Quality, Delivery, Airworthiness, Safety)

Reduced people attrition (12 months rolling people turnover) from 22% to 7% within 14 months.

Slashed customer past due backlog down to zero in 14 months and sustained excellent OTD afterwards.

Created Lean department & Lean training school focused on people development & problem solving (PDCA) through a workshops approach (Kaizen), daily management routines (Gemba walks) & escalation processes.

Deployed standardized processes (Working Standards, FMEA, ERP) and developed One Piece Flow approach

Supply-Chain sourcing from US to Asia (40+ out of 200 suppliers): suppliers shortages reduced by 85%, with significant cost savings (-20% in Avg.)

Successfully passed major Industrial processes assessments (Boeing PRA & Airbus IPCA+ with honors, POA audits, AS9100 RevC 1st certification) & regained customers trust for future growth & transfers. COO - OPERATIONS DIRECTOR 2011 – 2014 (3 years)

CHALLENGE: Promoted to organize tremendous growth & optimize Operations. P&L responsibility ($100M) Operational. Led 650+ people across 4 sites (Czechia, Tunisia, Germany, France), Manufacturing Operations, whole Supply-Chain Sourcing, Logistics, Operational procurement After-Sales & IS. Reporting to multi-site BU CEO. Led Lean transformation & developed Learning organization that enabled 75% Sales growth (in 2 years), slashed Working Capital ratio by 4% in 4 years & increased EBITA up to 36% (of Sales).

Instilled continuous improvement culture (Kaizen, 5S, PDCA, QRQC ... focused on people empowerment, one-piece-flow & Value Streams metrics that led to improved productivity 22%, Lead-Times 15%, DPU 45%. Awarded by Zodiac Aerospace (28.000 people, 150 sites) for the Best Operational Performance in 2012 and 2014.

Expanded After-Sales revenues by 25% p.a. (whereas similar install base) with increased OTD up to 100%. Awarded by Airbus for the most improved Customer Support Performance at AIX Hamburg show in 2012.

Restructured Supply-Chain with new sourcing strategy (LCC & CCC) direct costs down 3% p.a, NCR reached 0,5% & Suppliers OTD 95%. Awarded by Zodiac Aerospace as the best USD & LCC purchase ratio in 2013.

Steered Transfer of Work to Tunisia: Greenfield plant construction & start-up.

Co-Steered developments of new products (f.i. A330 Crew Rests) and deployment of new R&D processes: Material & Change Review Board (MRB / CRB), materials TRL process & Development Review Gates. ZODIAC AEROSPACE Group - Aerospace: Cabin Interiors 2009 – 2016 (7 years) Olivier MAURICE +66-819-***-*** aczhga@r.postjobfree.com

Galleys & Crew Rests, Mechanical & Electrical Assembly, Machining, $100M Turnover Pilsen, Czech Rep. Electrical Inserts (oven, coffee maker, chiller Mech. & Elec. Assembly, Machining, $24M Turnover Chiang Mai, Thailand Olivier MAURICE M: +66-819-***-*** aczhga@r.postjobfree.com Page 2/2 CFO & CIO - BUSINESS UNIT CONTROLLER 2009 – 2011 (2 years) CHALLENGE: Brought onboard to restructure the company, centralize management team, win key market & deploy strategy to maximize shareholder value. Led Finance, IT/IS, Facility Management. Reporting to multi-site BU CEO. Company turnaround that grew EBITA from 3% to 31% (of Sales), reduced Working Capital to Sales (ratio) by 23% in 2 years & secured single source exclusivity to grow market share from 45% to 100% within 4 years.

Enabled to convert a Sales $1 billion contract (15 years), ensuring 100% long-term market share: steered Strategic Project Business Case & contract negotiations for a leading-edge innovative product (A320 Galleys SFE).

Revolutionized manufacturing controlling accountability by empowering Operational teams that grew EBITA up to 31% of Sales, reduced: DSO 20 days, overdue A/R 50%, Inventory Turns 80 days & increased DPO 8 days.

Advised CEO & led relationships & negotiations with third parties legal, banks, auditors, local authorities

Participated in M&A / Due Diligence project for Zodiac Aerospace Group. CFO - FINANCE MANAGER 2006 – 2009 (3 years 1 2)

CHALLENGE: Promoted to control business growth & organize its financing. Led Finance (Accounting, Controlling, Payroll, Invoicing) and 12 people. Member of the Steering Board. Reporting to local CEO. Transformed company finance to support Turnover growth (triple within 4 years). Implemented ERP (SAP).

Developed business plan & raised 40M€ of short/mid-terms credit lines to sustain company growth (in period of a global economic turmoil).

Negotiated and implemented EUR vs. CZK hedging leading to 4M€ exchange profit annualized

Led major ERP implementation (SAP) as Key-User for Finance, Controlling, Project and Sales modules. GREENFIELD INDUSTRIALIZATION PROJECT MANAGER 2005 – 2006 (1 year 1 2) CHALLENGE: Selected to lead strategic industrialization project (Boeing 787 composite doors manufacturing). Supervised a team that grew from 7 to 30 people.

Steered Greenfield plant construction, industrialization & start-up within 8 months 6.m2, M€.

Sourced equipment & constructed building (specifications, tenders, contracts, construction, certification)

Directed industrial processes qualification (CFRP lay-up, Autoclave, Water Jet cutting, 5 axis CNC machines, 5-axis NDT, plant staff recruitment & training (30 people). Successfully started Production on-time. INDUSTRIAL CONTROLLING MANAGER 2002 – 2004 (3 years) CHALLENGE: Hired to implement and structure controlling in the newly acquired Czech subsidiary. Created controlling Dpt. from scratch. Implemented industrial, financial (IFRS, Czech Gaap) & HR reporting / KPI. Transformed Budget & 5y Business Plan process. Recruited & coached a team that took over after 2+ years. AFTER-SALES DEPUTY DIRECTOR 1999 – 2002 (2 years 1 2) CHALLENGE: Control & coordinate Spares Parts activity (100 people; customer support, logistics, warranty & sales). Supply-Chain reengineering (Sales, ERP, Warehouse, Packaging) that resulted in enhanced customers satisfaction, inventory optimization, lead-times reduction & On-Time Delivery strong improvements. BA AIRBUS – Aerospace – Design – England (1999 - 6 months) ZF Group – Automotive – Methods – France (1998 - 2 months) DANONE – Glass industry – Quality – France (1997- 2 months) ALSTOM – Rail industry – Methods – France (1996 - 2 months) DIM Group – Textile – Quality – France (1995 - 2 months) EDUCATION CERTIFICATIONS SKILLS

Master Degree in Engineering & Manufacturing, ECAM, Lyon, France, (1994 – 1999) Cost Accounting & Budget Management, CEGOS, Paris, France, (2002) Lean Platinum level, Zodiac Aerospace assessment, Czech Rep. (2012) Part 145 Maintenance Organization Approval, Czech Rep. (2013) EASA CS-25 Large Aeroplane Certification, Holland (2013) Safety Officer Certification, Thailand (2015)

IS: Ms Office Suite (Excel, Access, Project SAP, Baan, ERP Ln, Cognos, Hyperion, Visio IVECO / IRISBUS Group - Automotive 1999 – 2002 (2 years 6 months) Internships (total 14 months) 1995 – 1999

LATECOERE Group - Aerospace: Structures 2002 – 2009 (8 years) Aircrafts Doors, Mechanical Assembly, Machining, Composites, employees, M€ Turnover Prague, Czech Rep. Bus & coach, employees, M€ Turnover Vysoke Myto, Czech Rep.

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