Gilles Rabot

Trespa is a leading innovator in the field of architectural materials, recognised internationally as a premier developer of high-quality panels for exterior cladding, decorative façades, and scientific surface solutions.

Heras is the European leading end-to-end supplier of perimeter protection solutions. We operate in 6 countries and employ more than 1200 highly skilled experts. 1200 FTE, sales above 250 M€, 4 plants, operations in 9 countries, 4 business units. Full turnaround of the Fencing & security business of CRH (parent company) 5 years strategy defined and executed (from ESG to financial performance) Simplification: standardization of the product portfolio -70%, consolidation of the industrial footprint (shutdown 4 plants), simplification of the sales operating model in the UK, Sweden, Germany, France (in progress for the Netherlands), enabling standardized and efficient best-in-class installation Mobile business: +100% profit and sales, fully renewed industrial capabilities Service business: sales +75%. Margin +3 pts Growth of strategic key accounts (eg Amazon, Ministry of Justice) thanks to a new specification model M&A: Acquisition and integration of the market leader in Denmark to reinforce leading position in Scandinavia. Full pipeline developed with personal relationships. In 2019, spinoff from CRH, bid process and LBO Equistone and management

Full turnaround of the Fencing & security business of CRH (parent company) 5 years strategy defined and executed In 2019, spinoff from CRH, bid process and LBO Equistone and management

High performance polymer textile solutions 3 leading businesses : Civil, Interior & automotive, Industrial applications (roofing backing, agro, filtration) 7 factories in EMEA with 1100 staff, sales above M200 €. EMEA team realigned after several confusing months and a profit warning in September. Sales & Profitability back on target from October onwards New global strategy defined for the Civil business. New Business team aligned to serve the strategy (from product to value proposition, transactional to specification). Acquisition process in NAFTA (> € 150M) up to due diligence. Ramp-up of a Civil JV in Saudi Arabia Startup new plant in Hungary

Decorative high-pressure laminates for shop-fitters, door and kitchen industry 620 staff, above 100 M€ sales, 2 factories, B to B & distribution Back to profitability in 2009 after 4 years loss-making (better margin, mix, efficiencies & purchasing, cost-cutting). Above 10% in 2014. New profitable growth strategy Full reorganization of the company. Simplification of the customer and product portfolio (from 17000 skus to 9000), restructuring with the shut-down of the HQ in Paris and subs in Europe. Sales of 2 non-core businesses. New offer and brand premium repositioning. 6M€ investment on a new collection, differentiating innovations (10% of the sales value, 0% in 2009), positioning based on 3 pillars daily proven. New sales and marketing policy. Visibility and availability with a new specification model and organization. Reorganized partnership with distributors. 2 new market-segments. +4 pts on the door market, +5 pts on the shop-fitting market Industrial footprint led to high standards with lean and 15 M€ investments to deliver quality (claims & waste -70%), service, reduced costs (-20%) Part of the spinoff of Wilson Art from ITW to CD&R ownership

Branch Industrial Solutions 880 staff, M220€ sales, 3 businesses (Abrasives, Decor Papers, Printing) worldwide, 3 paper mills/France, Germany, China Building a branch organization. Direct management of the decor business: 10% market share, n°4 worldwide, very competitive worldwide B to B market Defining and implementing a transformation plan to fix the decor business issues on profitability and build basics for profitable growth Efficiency program (lean) and restructuring deliver 11 M€ savings pa Despite adverse market conditions, mix & price increase generate 2M€ Building of a differentiating offer focused on value-creation for our customers (innovations (3 major ones with 2 patents), performance and reliability, cost & supply-chain partnerships, technical service Building and starting a greenfield paper mill and business in China. Premium offer to serve the local market: 10% market share won on the first year

Abrasive paper backing business/ Worldwide B to B 40 M€ turnover in 45 countries, 150 people, 1 paper mill in France World leader (33% market share, 55% on technical segments) New strategy to win back market positions and create profitable growth. Creating and managing a business team to serve the business strategy Defining and implementing a new differentiating offer, a growth engine Winning back the worldwide leadership (+10 pts market shares in 3 years) in a slow-growth market (1% pa) and a tough competition Sales volumes +20% pa. The portfolio of customers increased from 67 to 92 in more than 50 countries=> less exposure to key accounts Profitability + 70%, working capital in % of sales has been reduced by half Productivity +25%, 0 accidents in 3 years Numerous innovations (30% of the sales value with >2 years products).

Manufacturing, printing and sales of envelopes 360 people, £40m sales value, 2 envelope factories in Scotland and England Managing two envelope factories in Scotland and England in a very competitive and unstable social environment Improved profitability, service & safety. Working practices productivity + 15% In charge of the commercial relationship with the two main customers Strategic plan for the business and restructuring to reduce fixed costs by 30% Preparing the sale of the business (with an exclusive supply agreement)

Preparing a major restructuring and reorganisation plan for three paper mills in France and in Spain (closure of one paper machine)

Carbonless papers coating and cutting for B2B printing 130 people Preparing the acquisition Co-management of the company Participating in the organisation of the closure of the company (redundancies, transfer of the business, transfer of the machines) Post-acquisition due diligence review (€0,7m)

Various positions in Finance in several branches of ArjoWiggins Responsible for Efficiency Improvements and Cost Reductions, Project Manager, Group Internal Auditor (UK based), consolidation and Reporting