LE VICTORIEUX GUIFFO

• Identifying and addressing challenges to the delivery of the company's strategic plan with year 1 turnover and profit ambition standing at $600m and $132m respectively.
• Partnering with business sub-units and Group strategy team for the execution of agreed strategic initiatives.
• Leading business strategic reviews.
• Driving decision-making and prioritization process to maximize opportunities and minimize risks to performance.

• Coordinated and timely completed the cross-functional integration of the newly created Diageo Cameroon business into the Diageo Partner & Emerging Markets entity.
• Led the identification, review and mitigation of business integration related risks (15 key risks in total).
• Solved key operational issues (>£15m payment claims, systems access, etc.) flowing from the sale of Diageo Guinness Cameroon's beers business to Castel.
• Successfully organized and coordinated the first business visit of Diageo Africa's senior stakeholders based in the UK to Diageo Cameroon.

• Successfully managed project Emerald in 2022/2023 which consisted in the acquisition of the Guinness Cameroon beers business by its French competitor Castel. The following is a summary of critical Emerald's deliverables achieved in line with the SPA document:

1. Performance delivery: topline at -1% YoY, ¨Profit at +12% YoY, closing cash balance at +£10m below the +£15m threshold defined in the SPA.

2. Carve-out of spirits assets before the transfer of the beers business to the Castel Group.

3. Preparation of completion accounts.

• Developed a highly performing and motivated finance team as evidenced by the 2021/2022 engagement score at 96% up by +8 points vs previous year, ahead of Diageo average and external benchmark by +13 points and +21 points respectively.
• Overhauled the finance talent review approach and actively drove the company's diversity agenda leading to the finance female staff population up by 50%.
• Achieved record revenue numbers in 2021/2022 crossing the £100m and £10m mark for the first time on the beers and spirits portfolios respectively.
• Delivered great performance metrics in 2021/2022 with total volume up by 6%, net sales up by 7%, gross margin up by 12% and operating profit up by 21%.
• Delivered the best ever debtors on net sales ratio at 2.8% and all time high collection past due score at 92% during the fiscal year 2021/2022 thanks to effective credit committee meetings.
• Improved the overall controls and compliance environment through effective coaching, awareness sessions and new ways of working.
• Actively contributed to the agenda of the Cameroon Alcohol Producers Association created in 2018 to defend the common interests of beverages companies operating in Cameroon.
• Achieved £25m savings on 2018 & 2019 tax audits.

• Launched a deep dive exercise to uncover and address the root causes of the cost of goods sold (COGs) per unit of volume growing ahead of the forecasted 4% annual inflation rate.

• Led a cross-functional team to launch an innovative mainstream spirit tetra pack format in Angola with an incremental turnover and profit ambition of £66m and £20m over 5 years.
• Pioneered the Net Revenue (NRM) & Gross Margin (GM) management agenda.
• Investigated and uncovered performance frauds in a specific Diageo Africa entity following which learnings were generated and recommendations made to address various root causes.

• Effectively coached a finance team of 5 staff with tangible careers advancement.
• Satisfactory drove the end-to-end performance agenda translating into a 7.1% and 18.5% year on year growth recorded in 2018 across revenue and profit lines.
• Led the 2019 business planning process with no data quality hit, followed by a sterling full year actual performance enabled by an improved team morale, pertinent commercial choices and robust overheads budgetary controls (volume down by 7%, net sales up by 7%, profit up by 19%).

• Successfully set up the commercial finance section, equipping the business with the necessary decision-making tools (value chains, etc.) and commercial insights to take performance to the next level.
• Led the Advertising and Promotion (A&P) spends review and productivity agenda which yielded a £1.1m annual savings versus Plan at end June 2017
• Initiated the review and resolution of aged customers' complaints (£200k) which boosted commercial teams' morale and cleared the way for the delivery of agreed plans.
• Improved awareness of controls, compliance and ethics across the wider Organization with a satisfactory CARM rating obtained at end June 2017.

• Provided assurance over many Diageo markets' controls and compliance environments through the audit of various business processes across Africa (Cameroon, Kenya, Tanzania, Ghana, South Africa/Mozambique/Angola, Ethiopia, Uganda), Europe (Hungary, Ireland, Belgium/Netherlands/Luxembourg), North America (USA) and Latin America (Costa Rica).
• Participated in 15 audits in total out of which 3 successfully led i.e. Uganda, Ireland and the Sales & Operations (S&OP) themed audits.
• · Supervised the preparation of 2 Africa GAR insights reports aimed at driving the awareness of the wider Diageo Group on recurrent audit issues and good practices worth adopting.

• Coached and developed a team of 3 financial accountants in charge of group/statutory reporting, fixed assets management, intercompany transactions and finance controls.
• Organized monthly management reporting activities involving different functions right first time with reliable financials published to inform various performance related conversations.
• Coordinated 1 internal and 1 external statutory audits completed within set timelines with no qualified report issued out by the company's external auditor.
• Managed and improved the relationship with Diageo shared services centres.

• Built and developed a team of 4 capable junior and senior finance business Analysts.
• Actively supported 3 General Managers (Cameroon, Central Africa, West Africa) in driving sales and pricing agendas towards achieving agreed performance targets.
• Drove the planning and reporting processes of P&L's Revenue and Advertising expenses lines.
• Trained non-finance people on key finance terminology and concepts.

• Put in place a robust win-win customers' trade terms set which triggered a breakthrough sales performance with unprecedented bonuses paid to employees in 2011.
• Pre and post-evaluated innovation projects, sales & marketing activities to ascertain commercial and financial impact, generate insights and learnings for future improvements.
• Maintained customers' prices lists & products portfolio to ensure timely and errors-free billing.
• Solved in May 2011 the £5m complex bottles & crates valuation issue which would have completely wiped out employees' annual bonuses already confirmed by the Management team if not fixed before June 2011.

• Put in place monthly capital expenditure review forums which drove the necessary focus to move from a 40% actual spends versus plan in 2007 to 100% in 2009.
• Managed the Planning/reporting/forecasting processes of the Supply Department with commendable savings delivered by the Procurement team (circa £1m across the years).
• Achieved £0.5m COGs savings in 2008 through tailored process improvement projects (PIPs).

• Pioneered and devised planning, analytical and reporting tools for the Supply Finance section.
• Monthly reporting of the Supply financial and operational performance, mandatory information for ongoing business performance management meetings (BPM) and sound decision-making.

• Participated in the 2004 peak period's commando trade operations to boost sales performance.
• Coordinated the sales “deep dive” project to reorganize the secondary distribution network.
• Initiated and facilitated trainings on Diageo warehouse standards.
• Supervised monthly stock-take activities and reconciled stocks accounts.
• Developed and implemented an efficiency KPI to track and improve the onsite traffic time of trucks bringing back empty bottles for production and carrying finished products to the trade.
• Updated Supply working procedures relating to the Empty bottles and Full bottles stores sections to reflect latest aligned ways of working.