2010 – 1995 Professional Profile2010 – 2005 Milestones 10-years Responsibilities

Marcel Kalakajkalakaj69@gmail.com

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Now - 2009 Regional CFO, Crisis Manager2 yrs CS Cargo Management

Financials Revenue € 250m, EBITDA +10%, Borrowings € 70m, PP&E € 65m

Services Road, Logistics, Freight, Express

FTE 2,900 (2,000 in CZ)

Market 2,000 B2B customers, largest transport company in CEE

Organizational Centralized Management in CZ servicing SK, PL, GE, RUS, HU, NL, SLO, RO

Legal 15 legal entities in 9 countries at Holding structure

Ownership Two individuals (CZ)

Acquisitions Šmidberský (CZ), JTC (CZ), Golem (CZ), Unitrans (PL) at total value € 50m

Direct Reports Finance Managers CZ, SK, PL; Finance Controller, Head of Reporting & Planning

Processes Change Management, Lean Management, Project Management

Reporting IFRS

Systems ERP: Oracle e-BS, CRM: y-Track, OSS: Lodis

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2008 – 2003 CFO6 yrs UPC Česká republika

Financials Revenue € 220m, EBITDA 55%, Borrowings € 380m, PP&E € 750m

Services Internet, Analogue & Digital TV, VoIP, DTH, B2B

FTE 800

Market 1.1m B2C customers, largest broadband provider in Europe

Organizational Centralization processes & services in head-office Prague

Legal Elimination of 10 legal entities into one, „squeeze-out“

Ownership Liberty Global Co. Denver Colorado, John Malone (USA)

Acquisitions Karneval, KTK, Forcomnet at total value of € 400m

Direct Reports Finance Management, Accounting, Billing, Collection, General Services, HR

Processes Sarbanes Oxley

Reporting US GAAP

Systems ERP: Sun LLP, CRM: Wizard, OSS: Wizard

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2003–2000 Deputy Shared Service Director CZ & SK3 yrs Johnson & Johnson, Česká republika & Slovensko

Financials Revenue € 150m, EBITDA 5%, Borrowings € 380m, PP&E € 380m

Services Medical devices, Pharmaceutical (Janssen Cilag), FMCG (Cosmetics & Baby Care)

FTE 600

Market 400 (B2B, B2C) customers, worldwide leader

Organizational Shared Service centre for CZ & SK as a model for CEE Region

Legal CZ entity managing Slovak legal entity

Ownership Johnson & Johnson New Brunswick, New Jersey, +AAA Blue Chip, (USA)

Acquisitions DePuy, Vistakon, LifeScan, Neutrogena, LifeScan, etc.

Indirect Reports Finance, Accounting, Collection, Central Procurement, Internal Services, IT

Processes Process Excellence, Six Sigma

Reporting US GAAP, J&J WW procedures

Systems ERP: Sun LLP, CRM: Osiris, OSS: un LLP

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2000–1995 Branch Manager, Senior Investment Analyst5 yrs Raiffeisen Investment AG Vienna

Financials Revenue € 200k, EBITDA 80%

Services M&A services, Investment Consultancy, Financial Advisory & Analyses

FTE 10

Market 50 B2B, B2C, lead investment advisor in CEE

Organizational Branch office co-operating with parent company in Vienna and local retail bank

Legal Branch office directly reported to RIAG Vienna

Ownership Raiffeisen Investment AG, Vienna (Austria)

Acquisitions Elektromontážní závody Praha (VA Tech, Austria), Králodvorské železárny (MBO, Germany), ZVU Chemie (Gonschler, Austria)

Direct Reports 5 (M&A Managers, Investment Analyst, IPO Specialists)

Processes CAPM, EVA, DCF, etc.

Reporting IFRS

Systems local developed SW

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MILESTONES

2010 Optimization of the Company legal & organizational structureImplementation of IAS policiesConsolidated Audit for 9 countries, 15 entities, 2,700 employees

2009 Restructuring Leases & LoansImplementation of IFRS Reporting Pack & New Sales Strategy Crisis Management (Change Management, Project Management, Processes)

2008 Upgrade of ERP & OSSCompleted two acquisitions at total value of € 50mImplementation of new business B2B

2007 Integration of acquisition Karneval at total value of € 350mImplementation of new SBU Digital Video Centralization of logistic structure for CEE

2006 Implementation of new SBU VoIPConsolidation of 9 legal entities, squeeze-outImplementation of cost savings program reducing cots by 30%

2005 Reorganization and establishment of shared services activitiesImplementation of new reporting & planning pack on CEE levelRebranding internet product & launching franchise agreement

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RESPONSIBILITIESManagement Leadership

1. Support CEO & Company Strategy2. Encourage business organic growth & target potential M&A opportunities3. Prepare Sale Strategy focusing on customer satisfaction & operational discipline 4. Finance Management as supporting service function for sales & operations 5. Upgrade ERP, OSS, CRM Systems to eliminate manual work6. Implement efficient functions improving business processes7. Implement revenue business generating functions8. Recognize & eliminate business & financial risks9. Find & implement cost savings programs & synergy effects10. Loyalty & Team playing

Financial Proficiency1. Prepare & implement policies according to local legislation2. Managing annual Capex investment process3. Financial Management (Internal & External Audit)4. Planning (Y-Budget, Q-Forecasts, LR Planning)5. Financial reporting & controlling (CZ GAAP, IAS, US GAAP)6. Revenue Assurance, Collection & Anti-Fraud Management7. Cash Flow & Tax optimization8. Centralized Billing, Logistic, Procurement, HR, General Services (Facility, Fleet, WH) 9. Implement Process Excellence in Finance10. Get right people on right positions at right time

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THANK YOU

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