Jean-Michel Terrien

Business Overview 15 million € - 90 employees - 16 boutiques & 200 multi-brand clients Missions: - Conduct a brand audit - Seek profitability for the structure - Develop omnichannel activities - Diversify product offerings ( women'swear, Teens' line, homewear line..) - Seek investors as part of a turnaround strategy Key Achievements: -2022 Revenue: +35% compared to 2021 - Margin Improvement: +5 points compared to 2019 - Valuation and Optimization: Enhanced and optimized company assets - Restructuring: Personnel and network/subsidiary restructuring -New Business Creation: revamped digital platform, launched new product lines, signed commercial partnerships and co-branding agreements (K-way, Sundek, Vans, Pyrenex, Ron Dorff) - Financial Restructuring Strategy: managed shareholder refinancing plan, sought investors and/or buyers, handled buyout procedures Skills: -Social Media Marketing - Negotiation - Brand and Identity - Partnerships - E-commerce Optimization - Team Building - Leadership - Change Management - Contract Management - International Teams

Very challenging mission for a turnaround plan in a long time deficit company until the arrival of a new shareholder with a new strategy: - saving plan of 4,5m€ (excl. redundancies) - streamlining of the product offer and collection plans - launching of a new line "mademoiselle" - reshape of the e.store - newdistributor in China mainland - new process in OTB and SWAPS - training & incentives programmes - offline strategy

A very exciting mission to structure this highly creative and multi-cultural company mainly led by creation, with key objectives: monitoring of the costs, debt management, online and offline developments and searching for new shareholders. The pandemic made this very last objective impossible.

I joined this company founded 10 years ago as CEO to make the company finally profitable and position the brand as a new reference in the eveningwear market, therefore install a start up organization and state of mind and recruit a new team more relevant to this new context. Main achievements: - N° clients x 2 vs 2017 - N° followers Instagram: X 3 vs 2017 - P&L: EBITDA +1,5 M € vs 2017 – collection costs per SKU / 2 vs 2017

I went back to this company to implement the strategy I had initially proposed to the founder in 2010: invigorate the brand which was about to celebrate its 20th anniversary, restructure the various entities to welcome new shareholders in the capital and grow again the revenues steadily. Main achievements: - Revenues: +42% vs 2013 - - Ebitda + 23% vs 2013 - development of international collaborations ( Converse, Starbucks, DInsey, Mackage, Aigle..), - launch of new categories (scarves, lingerie, swimwear..), - opening of new stores ( London, Abu Dhabi, HK, Shenzhen, Taipe, Seoul..) - recruitments (new stylists, PR, commercial team, retail team...)

In love with heritage brands and new challenges when invigorating brands are at stake, I joined LEONARD to make it PUCCI " à la française". To start with, I strongly recommended the CEO to recruit a hot upcoming designer (Maxime SImoens) to create some desirable, modern collections in alignement with accurate collection plans, while wholesale and retail operations were re-dynamised to regain growth. Main achievementsi n 2012: - wholesale operation: +12% vs 2010 - retail revenues: +30% vs 2010

In 2005, the contemporary brands were a new phenomena on fast growing markets. PAUL&JOE was indeed the one with a more global distribution, mostly in Japan, which was my major market of expertise. This experience at PAUL&JOE was rare and rich, made of many partnerships with key players (distributors, licensees, agencies..), generating solid growth for a brand which became in few years one of the major global reference on the market. Main achievements: - revenues: 45m in 2009 vs 25m in 2005 - creation of new concepts: PAUL&JOE SISTER in 2006: 50% of consolidated revenues in 2010 - development of 15 global and regional licensees ( PAUL&JOE Eyewear..) - 10 global or regional collaborations: Havaianas, Piaggio, Converse, Bearbricks, Target.. - distribution in 40 markets / 30 new monobrand stores / 10 new showrooms

I entered NIKE France as Apparel Business Director to boost the women's apparel business on the French market which was struggling for many years. Very rich and constructive experience in one of the greatest brands in the world.

Fantastic experience! Always exciting with business transformation and iconic brands, I joined MORGAN when it has just been bought by APAX partners as International Commercial Director which was a new position created for me, in a context of major transformation of the business model, and strong growth, with the support of the founders and the new shareholders. Major achievements: - incremental revenues in 2003 vs 2002: 15M€. +90% within 3 years. - Additional 200 monobrand stores & SIS: Spain, Italy, Germany, Sweden, Ex -Yugoslavia, Turkey, Bulgaria, Russia, Indonesia, Singapore, China, Thailand, Japan, India, USA, Latin Marica, GCC.. - creation of 4 JVs: Spain, USA, Thailand and Japan

First and very constructive experience in the luxury industry with a new position created for me. From that moment, I often gave priority to new positions and contexts of transformation in order to determine my own playground. This first experience focused on international wholesale operation and retail marketing allowed me to set up my future career, with the intention to work in various markets of the fashion industry as both operational and functional Managing Directions.