Helge H. Sparsoe

Fyffes employs more than 6000 people worldwide and 8000 seasonal workers with offices in 12 countries. Fyffes is the number 1 importer of bananas and the leading marketer of organic & Fairtrade bananas to Europe and are amongst the largest global marketers of sweet pineapples and winter season melons. Fyffes's distribution network ensure products are available to consumers in more than 30 markets. Operations involve an end to end value chain including sourcing from 17 countries.

Direct daily operations of the Sales & Service business unit by scaling large customer opportunities, building, managing, and scaling consumer facing brands, driving revenue streams, managing suppliers, and overseeing all fiscal activities that include P&L management. Predict future sales and identify investment opportunities while mitigating and avoiding revenue and/or customer losses using ROI models and predictive data analysis. Develop business strategies in alignment with short and long-term goals and initiatives.

Led global commercial initiatives with full P&L responsibility of $1B for 37 markets across Europe, the Middle East, and Asia. Accountability for the supply and value chain which included production activities of 10 facilities based in the UK, Nordics, Netherlands, Belgium, and Poland. ◼Regional revenue accountability for $1B supported by 400 employees with EME & Asia accounting for 75% of global profit ◼Continued implementation of 3-year “Sustainable Growth Strategy”, including consolidating key markets resulting in continued YoY top line growth equal to 6% in year three and improvement of margins and EBITDA ◼Broke down silos and improved communication and coordination between the sourcing, logistic, and commercial agenda which led to improvement in planning, forecasting, and budgeting while also allowing for implementation of an end-to-end S&OP process leading to cost optimization and improved execution ◼Restructured senior EME and Asia leadership team to improve the results of following the strategic direction ◼Initiated turn around in core markets Italy and Greece leading to a consistent double-digit top line growth by aligning branding and marketing execution ◼Changed structure within support functions, HR, Logistics, Marketing and Finance to support new commercial strategy and structure ◼Launched a market pilot in both Singapore and Japan, following by steady top line growth ◼Established brand awareness by assessing investments and market strategies in emerging markets which included developing local presence in Shanghai, China

Responsible for the North European region, the largest region outside of the U.S. consisting of subsidiaries across 14 markets, with 7 production facilities with total revenues of €600MM accounting for 85% of total European EBITDA and 42% of global profits. European leader of Marketing, CSR, and allocation and member of the Global Operating Committee and Sr. Operating Management Group. ◼Developed and led 3-year strategy with clear focus on brand heritage, brand position, and value creation resulting in a 211% EBIT growth from 2012 to 2014 ◼Expanded distribution and market position in the German market by focusing on larger retailers such as REWE, Edeka and Kaufland

◼Stopped a 5-year volume decline through development and implementation of new strategy “back to core” leading devesting in none core and EBITDA negative businesses ◼Executed a 15% price increase with all major retailers in year one to reflect value creation, services offered and brand strength resulting in an 11% EBITDA increase vs. industry average of 2% ◼Drove a 2.5% to 12% YoY growth for key European retailers i.e. Carrefour, Delhaize, AHOLD and ASDA

◼Developed clear strategic plans and directions within all key functions resulting in complete turn-around of previous decline ◼Re-designed organization based on customer -and consumer insights and competitor environment in 10-months including 13 recruitments; reduced employee overhead by 15% ◼Developed new brand ID and marketing programs including new innovations and products launches - reinvesting in the brand Chiquita and acquired two major accounts in Sweden and Denmark ◼Grew volume vs. 2010 + 10% and delivered double digit EBIT growth vs. 2010 ◼Efforts and results recognized within organization including Chairman of the Board and CEO- Fernando Acquire

Deliver consultancy and interim management services within company strategic advice, turnarounds and executive management. Primary areas: market -and portfolio expansion, profit improvements and organizational optimization.

Overall commercial responsibility for all activities within the region. Management responsibility for functional managers within: finance, logistics, marketing and sales. External partner management with e.g. banks, lawyers, chartered accountants and authorities. Investor Management including private equity companies. Design and optimization of company structures. Investment Capital Management with the main purpose of securing sufficient capital in relation to strategies, market expansions, costs and risks.

Implementation of Nordic integration plan. Build-up of organizations including recruitment and staffing in Sweden and Denmark. Implementation of distributor agreements with 3rd party distributors in Finland and the Baltic’s. Overall commercial responsibility for activities in Sweden and Denmark and P&L responsible for Finland and the Baltic’s. HR management of a management team and totalling 70 employees within functions such as: sales, marketing, finance, production, logistics and warehousing. 3rd party distributor management in Finland and the Baltic’s.

Manage the integration of International Distillers &Vintners and United Distillers in the Nordic region, the Baltic’s and Iceland. Analyze the alcohol markets, consumers, customers and competitors in the various markets. Develop company and channel strategies. Development of portfolio and brand strategies. Organizational design for optimal implementation of strategies and activities. Five year budget planning for each market and the region in total.

Turn-around of the existing set-up in order to improve the financial results. Strategic planning and implementation. Organizational design, build-up and development. Annual negotiations with key retail accounts such as: Dansk Supermarked, COOP and SuperGros. Implementation of brand strategies and activities. Optimizing the “Route to Market”.