Olivier Deleau

Deputy General Manager responsible for starting the private sector by designing and implementing the business model. Reports to GM and owner. o Signature of a partnership with VEMO to build-up an electric mobility ecosystem. o Design of the structure of the team in order to increase efficiency and customer satisfaction. o Increasing the monthly Run Rate from MXN 400k to MXN 1.8m.

Head of the Commercial Team: Hunter, Farmer and Strategic Projects. Reports to GM. o Total team of 35+ people, and more than 70% were hired under my management. o Funded fleet increased by signing International Key/local Accounts. o Ensured profitable growth in indirect (such as brokers, white label with OEMs) and direct channels (M&A - acquisition of LeasePlan). o Improve service penetration and customer experience (a strong increase in Net Promoter Score) leading to a retention rate of up to 60% (retention of “leaving” customers). o Design and implement strategies to improve margins: New products like leasing to employees - B2B2E, flexible solutions of leasing, contracts extension, Sales&Lease Back (design “buy vs lease” model).

Head of the Commercial Team: Hunter, Farmers and New Sales Channels. Reports to GM. o Establish and implement the commercial strategy during the pandemic crisis focused on fleet management & formalities (3,000 contracts closed in fleet management and potential of 25,000 under formalities) and extension of existing contracts to generate strong profit. o Creation of a strong pipeline of the funded fleet (around 5,000 contracts considering the probability of closing) with the in-depth reorganization of the department and a complete revision of the pricing policy to improve competitiveness. o Retention rate of existing clients increased from 51% to 57% with higher service penetration and presentation regularly of measurable KPIs.

Head of Risk&Credit department, including leader of new product design (leasing and secured credit lines). Manager of all underwriting operations with a team of 30 people. o Proposed and implemented criteria to manage market and financial risk of a EUR 60M portfolio (NPL < 4%). o Owner of relationship with largest brokers with origination of EUR 4M per month. o Key player in closing a USD 42M Series B with Goldman Sachs and Point 72.

Design and implement from scratch the business/operational strategies, procedures to maximize company’s value, optimize operational efficiency and secure financing. Staffed and onboarded first 20 employees. o Secure the first direct investment in telecom sector from sophisticated Mexican family offices and private Mexican investors based on teaser, investment pack and financial model: a total of USD 60M has been raised as equity to finance the company's organic and inorganic (M&A) growth. Expected IRR > 15% pa. o Implement, negotiate and manage strong/long agreements with the main wireless operators and core suppliers. o Attract, build and train a solid team of highly committed employees to meet the company’s objectives.

Responsible for the strategic planning (FP&A), building and follow-up of the yearly budget, fiscal, treasury and accounting activities, reporting to headquarters in USA and local relationships with the banks. o 3-year new business was secured by implementing a ‘Take or Pay’ contract with a primary carrier: the results include a higher NPV of EUR 4M over 10 years. o Reached diversification of financings through the structuration of a USD 250M secured 5-year club deal (HSBC, Santander, BBVA and Scotiabank) to refinance an existing external short-term facility. o Restructuring of the inter-company debts to comply with recommendations from Mexican Fiscal Authorities and avoid any duration/FX mismatch between assets and liabilities.

ALD is a Subsidiary of Société Générale. Responsible for the design and implementation of pricing strategy, responsible of credit and collection procedures, creation of a control culture to ensure sustainable business and responsible for the quality of the loan portfolio. o Diversification of financings: negotiation and implementation of a MXN 400M (EUR 16M) loan with a funding cost of 20 bps below Société Générale. o Increase of the company’s share capital by more than MXN 100M. o Implementation and management of a SOFOM to solve the “thin capitalization” issue. o Under my management, ALD was break-even after only 3 years of operations (before Business Plan).

o Led the analysis of operations, strategies, financial structure and operating results of Turkish groups and corporations for complex financial transactions, primarily related to acquisition finance, infrastructure project financing and structured finance. o Performed financial modelling for financings on the mid and long-term in order to assess the repayment capacity of a company as well as determine the appropriate financial covenants. o In collaboration with the Relationship Manager, designed, adjusted, and negotiated with the bank committee and client’s representative the most appropriate terms and conditions of the forecasted facility.