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Implementing a global procurement system The Situation The procurement system was piloted through a live test in the USA, and a decision was taken to deploy it a worldwide basis In order to respect the timeline, the client needed additional management forces. The Solution A WIL Group member put in place a seasoned Interim Manager with strong expertise in purchasing Ability to manage a large purchasing organization Strong leadership The manager built a “Deployment kit” to be used in each country. He designed the plan and distributed the tasks between his team. He exercised a tight control in order recover immediately in case of deviation. The Result The system was installed in the countries assigned to the manager according to plan The timing objectives where achieved and the deployment approach/process was later used for other areas.

Restructuring an acquired company for a global diagnostics company The Situation A French diagnostics company has acquired the Dutch subsidiary of an US Group. A rationalization program has to be conducted between three sites in Holland, France and China – the closure of the Dutch factory was scheduled at the end of this rationalization program (in two to three years’ time). The Solution The client asked a WIL Group member to put in place a Dutch senior Interim Manager, mainly to: Be the General Manager of the subsidiary and impulse a strong management to improve quality and productivity Head the project team in charge of the technical rationalization Prepare and negotiate the closure in medium term Manage the various transfer operations The Result Over 12 months, the first phase of the mission was conducted and the plan defined and negotiated. Implementation could be managed during the second year.

Implementing an ambitious growth strategy The Situation Following a strategic consultation process, a US Pharmaceutical company decided to grow its business by entering the India market.. The client contacted WIL Group to execute this growth strategy. The key challenges were: To gain an advantage in the Indian market, they had to move as fast as possible They needed to minimise cost and risk They needed to deploy a manager with the right inter-personal skills, knowledge and understanding of the sales cycle and culture in the Indian pharmaceutical market. The Solution WIL Group proposed the creation of a virtual sales office for the client in India. In the eyes of local pharmaceutical companies, the client would have a physical presence in India overnight, without having to create or acquire a legal entity. WIL Group sourced an experienced Indian business development manager for the client with knowledge and expertise in the Indian pharmaceutical market. The Result The new manager deployed by WIL Group quickly formulated, organised and executed a sales plan. Within twelve months, the client signed up three, new Indian customers, who collectively accounted for over 5% of the client’s global revenues. This success was possible because of WIL Group’s involvement and its unique global position of being able to identify and access international business talent.

Turning around a consumer goods company The Situation After a management review the CEO decided to replace the current Managing Director and to restructure and turn around the operations. The company needed to implement a broad change program incl. revitalising sales, reduce costs, reduce debt, restructure logistics and relocate the head office and at the same time keep the co-workers motivated and customers ‘unharmed’. Given this situation, the company requested a seasoned Interim Managing Director with a strong background in front-end retail sales. Owners also decided to put the company in reconstruction and speed up relocation. The Solution Engaged an Interim Manager with a strong track record in driving sales from supplier to retailer combined with top leadership and people skills By being transparent from day one and providing incentives the Interim quickly won the acceptance of all employees despite major lay-offs By lifting up young managers that believed in the plan to senior positions the broad experience base of the Interim was fully leveraged The Result The Interim Manager reduced costs with close to 2/3 and reset the capital base. Moved distribution and logistics abroad and relocated HQ to a major metropolitan area Introduced a revised business model with a strong sales focus

Managing the sale of a Scandinavian-German transport company The Situation The existing owners decided in early 2014 to investigate the opportunity to sell the Company in the near term. Contacts with several financial advisors and lawyers had been initiated but not selected. In parallel, the Company needed to strengthen the strategic business control competence. Given this situation, the PE owners requested an Interim Senior Advisor with extensive CFO experience to manage the sales process and build competences. The Solution The WIL Group proposed a Senior Advisor with CFO background and extensive experience in managing a company sales process. The Interim took charge of the sales process including: data room build-up, prospectus and presentations, advising and coaching the entire Management team including the MD & CFO, and developing the strategic business control (e.g. tenders) and a matching reporting package. The Result The Interim took charge of the sales process including: data room build-up, prospectus and presentations, advising and coaching the entire Management team including the MD & CFO, and developing the strategic business control (e.g. tenders) and a matching reporting package.

Sourcing a Chief Restructuring Officer for a multinational concrete business The Situation PRETERSA, is a company dedicated to the design, manufacture and assembly of precast concrete structures. Owned by Magnum Capital Since 2007 the concrete market had been progressively collapsing. The Solution Engaged to diagnose Company Viability Appointed a Chief Restructuring Officer (CRO) The Result EBITDA stabilisation reached due to cost reduction policies implemented. Secured working capital financing in order to enable the company to manage its seasonal cash requirements.

Appointing a new CEO for major Spanish machinery business The Situation HUNE, is the second largest Spanish company in the machinery and platform lift business. It is owned by the global PE firm Advent International. Current debt structure rise to more than 25 times EBITDA. The Solution Engaged an Interim Chief Financial Officer (CFO) and a Restructuring Advisor (CRO) Appointed a new CEO of the company The Result Worked with management to implement rigorous cash, management processes and controls enabling the company to survive without injection of new cash Designed and implemented a collection structure improving customer insolvency by 80% Company Internationalisation (Saudi Arabia, Colombia)