Gabriela SERGENT

Scope: 52B EUR, 120+ locations (incl. 24 factories and 3 Finance Shared Service Centers) In a context of a large operational and organizational group transformation, drive Performance & Control transformation defining the group performance model for the processes of Actuals, Budget, Forecasting and strategic Medium and Long-term planning, targeting to: • Simplify current processes and ways of working leading to a streamlined management dialogue and a more effective performance management • Design a “Future Ready” performance management model to respond to the frequent adjustments that come with a new operating model as well as new market topics and trends • Ensure consistency of processes and data flows integrated by design between Corporate, BU & GF based on a clear ownership with zero redundancies. • Facilitate business partnering to empower BU performance. • Enable an easy Group control to better measure risks. • Promote shared sets of KPIs, easy access to calculation methodologies and data driven decisions. Key achievements: - Want to Be definition for Actuals, Budget, Forecasting and strategic Medium and Long-term planning - New operating model between Corporate, Business Units and Global Functions - CORE Model design and exception management - Change management strategy - EPM implementation strategy aligned with ERP roll-out, with modern technology including AI

Scope: 30 countries, 100+ locations (incl. 13 factories and 1 Finance Shared Service Center), 80+ ERPs In a context of profitability growth, executive role, responsible for: Monthly closing and consolidation for EMEA Compliance (SOX, internal controls, external audits, statutory reporting) Budget & forecast, variance analysis Central activities (HQ recharges, management fees, transfer pricing) A team of 300 people (including 20 Finance managers and a SSC) Key achievements: Drove organizational transformations through 300+ finance activities’ transitions from countries to Shared Services Centers globally – this involved complex process and organizational redesign Managed the growth of the Finance Shared Services Center in Prague from 50 to 300+ employees while improving employee satisfaction by 40% and customer satisfaction by 30% Contributed to the Finance processes redefinition following UTC spin-off and Carrier establishment as stand-alone and listed (NYSE) company Supported acquisitions, divestitures (incl. Chubb) and legal entity reduction (~50+) Implemented SWIFT in multiple countries Successfully built and developed high performing teams able to cope with change and transformation Actively support the Finance Womens’ Forum in Europe Sponsor the European Financial Leadership Program

Scope: 25 countries, 65 locations in Europe & Asia, incl. 10 factories, 2 Finance Shared Service Centers (1 internal, 1 outsourced) Dual role, responsible for: Leading the Finance Shared Service Centers across EMEA and Asia Ensuring compliance across EMEA and APAC (SOX/corporate and local requirements) through accounting and controls assessments Managed a multicultural team of 110+ around the world Key achievements: Successfully integrated a large acquisition (8B USD worldwide), incl. SOX compliance Managed the growth of the existing UK-based Finance Shared Services Center (SSC) from 60 to 100+p Created from scratch the Polish Finance SSC Enhanced the performance of an outsourced Finance SSC in Asia (3 locations: China, Philippines, India) – incl. relationship management with external provider Overall, during the period, successfully integrated 100+ financial activities in the European Finance SSCs Increased customer satisfaction from 52% to 88% in EMEA Rationalized payment process through the implementation of SWIFT in 6 countries and POBO ROBO Developed a strong team which serves as a benchmark across the group

Scope: 15 countries, 50 locations in Europe Newly created role with the responsibility for performing yearly Accounting and Controls assessments in all sites, while managing a team of controllers (built from scratch, up to 4) Supported country CFOs in implementing newly enforced SOX requirements Participated in integration of acquisitions Initiated and organized a series of European Finance conferences to exchange best practices and create team dynamics across the financial community – successes led to the creation of similar conferences in other regions Participated in transversal cross-functional projects with Tax and Treasury centralized functions incl. SEPA

Scope: 6 countries, 10 locations in Europe including 3 factories – team of 30 people Newly created role responsible for the aftermarket business profitability – challenges were to restore profitability while redefining commercial strategy Member of the Board of Directors (“Comité de Direction”) Developed 3-year Business Plan, including detailed market analysis Created dedicated spare parts warehouse and streamlined order processing Developed in-house repair and authorized service center in Middle East Renovated and enlarged the training center (Dosing School) Drove on-time delivery improvement from 30% to 90% Doubled aftermarket profitability in 2 years

Scope: 6 countries, 10 locations in Europe including 3 factories – team of 20 people in 6 countries Complete CFO role covering all Finance functions: Accounts Payable, Accounts Receivable, Accounting, Treasury, Controlling, Internal Controls Reporting & Consolidation Member of the Board of Directors (“Comité de Direction”) Successfully integrated newly acquired family-owned company involving complex closing process redesign Led JDE implementation across all functions including Finance, as well as XRT e-banking Contributed to the company expansion in the Middle East via the opening of a sales office in Dubai Implemented SOX for the 1st time

Scope: 250 sites in EMEA As a member of UTC Group’s corporate Audit department: Reviewed and assessed the control environment of 30 auditees (finance, operations and limited IT) across EMEA, focusing on risk management (segregation of duties, reliability of financial statements, etc…) Ensured Audit reports were accurate and delivered in time, drafted observations in the detailed issues report Ensured proposed recommendations were feasible and practical for auditees through discussions with local CFOs

Responsible for P&L, Balance Sheet and Cash Flow, consolidation package preparation Analysis and preparation of monthly management reports and annual budget Monthly analysis and presentation of financial result to the Board Internal audit and financial planning & analysis

Responsible for preparation of monthly statutory financial accounting reports Checking accounting entries and corrections Cash flow management and financial control; tax preparation and filings Cost analysis and reports, warehouse supervision Liaison with headquarters, foreign and domestic clients and suppliers

Financial and Accounting advisory services to customers (7 clients in total, mostly subsidiaries of foreign groups establishing their operations in Romania: BNP, Scania…) Monthly reporting to client’s headquarters Financial statements & monthly tax reports preparation Manage and control the daily domestic cash management activities