Poelstraat 10, B-1750 Lennik Mobile :

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1 Ms Lieve Meurant, Poelstraat 10, B-1750 Lennik Mobile : A seasoned Executive with a solid background in general, financial and change management. Several years of experience in Board of Directors. Strong analytical skills and critical thinking capabilities. Solution minded and results driven, while remaining client focused and cost conscious. Broad Project management and implementation skills. A team player with proven management skills in changing environments. SELECTED ACCOMPLISHMENTS BOARD OF DIRECTORS Mandate Board of Directors at Moeyersons NV Since 2011, Chief Executive Officer of Moeyersons NV; Mandate Board of Directors at Voka Vlaams Brabant VZW; also Member of Executive Committee and Audit Committee Mandate Board of Directors at Voka Halle-Vilvoorde VZW; Since 2014 also Member of Executive Committee and Audit Committee , Member of the Board of Directors of Integor VZW From 2007 until 2011, financial advisor to the Board of Directors of Moeyersons NV and member of the executive committee. From 2007 until 2011, member of the Board of Directors of NYK Logistics (Charleroi) SA. The Board of Directors ceased to exist in 2011 due to integration of the company into Yusen Logistics (Belgium) NV. From : prepared and presented to the Board of Directors (Almafin NV and Runoto Leasing Belgium NV), monthly, quarterly financial reporting, as well as budgets, forecasts, investment propositions with cash flow analysis for new acquisitions in real estate companies and in niche leasing companies. At the same time Secretary General of those Boards. GENERAL MANAGEMENT I am an external CEO (not part of the family), in a family owned company; 2nd generation is active in the company; I helped with the transition from first to 2nd generation; implemented a family charter; 1/5

2 I became CEO in the middle of the crisis 2011; the turnover had decrease in 2011 with 40%; now in 2016 the turnover has increased again with 30% thanks, to reviewing/redefining strategy, innovation and lean management. Defining One Page Strategy together with the family Executives, permitting the company to operate more efficiently based upon KPI s Introducing and implementing Bottom up innovation in the production company, thus realizing product innovation corresponding to the strategy. Based upon this strategy, develop a 5 year business plan, thus retaining and increasing the credit facilities received from the banks. Redefining the responsibilities of each department, permitting not only each department to have 100% focus on their activities but also to interact more effectively. FINANCE TECHNIQUES. In 2004, organized the issuance of a Eurobond of 1 billion, by negotiating with lawyers, auditors, banks and by preparing the company presentation for the Executive Committee. Within 5 months the Eurobond issue was launched and it was 5 times over subscribed. In 2001, issued a Belgian Commercial Paper program of 200 million, by negotiating with a bank and communicating with investors. As a result, credit spreads reduced from 75 bps to bps. Negotiated on several occasions with banks several types of loans, presenting budgets, elaborated business plans. FINANCIAL MANAGEMENT Creating or analyzing and commenting business cases for investments with several companies, allowing board of directors or executive committee to decide whether or not to invest. In 2002 Converted BE GAAP opening balance and first BE GAAP intermediate consolidated and nonconsolidated accounts into an IAS/IFRS reporting by leading and coaching a project group consisting of internal employees and consultants. In 1999, set up Consolidation of 66 companies in 4 countries by analyzing and determining management reporting needs, consulting local entities and comparing local rules (FR GAAP, NL GAAP, LUX GAAP, US GAAP) with BE GAAP, by selecting a consolidation tool and implementing consolidation procedures, thus allowing accurate financial reporting, budget control & forecasting. 2/5

3 Setting up and performing analytical control and cost control which allows monitoring on a monthly bases the performance of each separate operational entity / service / production line within the company, thus allowing the executive committee to monitor the profitability of each separate entity on a monthly basis and taking the necessary strategic decisions. Reviewing legal contracts proposed by operations or finance thus assuring that contracts are conform to the instructions of the executive committee or board of directors. By setting up / implementing debtors control procedures and monitoring it continuously with several companies, reducing debtors delay with up to 30%. PROJECT MANAGEMENT - IMPLEMENTATION OF BUSINESS INFORMATION SYSTEMS In 2013, in a family owned company implementing a Board of Directors with one independent Director, allowing the company to redefine strategy and follow up the implementation of this redefined strategy. In 2010, selecting and implementing an operational software for a production company, covering all the activities of the operations (sales, stock, production, engineering, ). The selection was done based upon a specifically prepared business case within 6 months. The implementation was also realized with a period of only 4 months. The chosen software is still in operation and was proven to be adapted to the specific company requirements. Thus allowing management and board to monitor in a more efficient way stock, production and sales and take appropriate actions during the economic recess. In , setting up an advisory Board of Directors for a family owned company, thus ensuring the continuity of the company whilst 2 nd generation was stepping into the footsteps of the founder. In , continued the reorganization of the business processes, mentioned in the next bullet, by implementing new transport software and realizing an interface with the accountancy software, thus shortening the reporting delay from 20 days to 6 days after month end. In 2005, reorganized within 6 months the Quarterly Management Reporting of 5 newly acquired companies into the Monthly Management Reporting of the new shareholder by redefining finance procedures during the post-acquisition process. The reporting delay changed from 6 weeks after quarterly closing, into 20 days. In 2004, implemented a Management Information System by redefining the management reporting needs, thus allowing the Executive Committee to take appropriate cost cutting actions. In 1994, implemented a new Lease Administration Software, by leading the project group, determining the needs, developing & testing a custom made tool, thus allowing volume increase of lease contracts from to 6.000, without increase of personnel. 3/5

4 WORK EXPERIENCE MOEYERSONS NV (Production of box bodies on truck & trailers) Chief Executive Officer Financial advisor to the Board of Directors on strategic issues YUSEN LOGISTICS (Belgium) NV (Logistics & Transport Sector) Financial advisor to the executive committee NYK LOGISTICS (Logistics & Transport sector) Financial advisor in BPR, IFRS, business cases for new logistics sites, cost control Post acquisition integration Interim Financial Manager ELIA SYSTEM OPERATOR (Energy) Accounting & Finance Manager ALMAFIN (Holding & Real Estate) Finance Director and Secretary General to the Board of directors RUNOTO LEASING BELGIUM (Truck Leasing) Finance Manager and Secretary General to the Board of directors BRASIF EUROPE (Duty Free) Finance & Administration Manager CREDIT LYONNAIS Account Manager Assistant Account Manager Back Office Assistant EDUCATION Vlerick Management School, Master in Interim Management 2006 Vrije Universiteit Brussel, Bijzondere Lic. Bedrijfskunde (Masters Degree in Business Administration) 1987 Vrije Universiteit Brussel, Licentiaat in de Rechtsgeleerdheid (Masters Degree in Law) /5

5 SEMINARS CAPM, IAS/IFRS, Financial Instruments, Consolidation, Social Law, HR Policy, Leasing Instruments for Corporate Governance (BGI - Vlerick) October-December 2006 LANGUAGES Dutch, mother tongue French, fluent English, fluent German, knowledge MEMBER OF VOKA Corporate Club La Tournette BCTE Vlerick Alumni 5/5