DEMET ERCAN: in NEW JERSEY, NJ

UK As the Principal Project Manager in VF Group FPS Team, I was responsible to manage the medium to large projects as the Central PM (Project Manager), e.g. IFRS16 (Compliance and SAP REFX Implementation) Italy Programme, VF Automotive EVO (SAP) Project, One Real Estate EVO (SAP) Implementation My main responsibilities included, but were not limited to: • Managing complex projects across multiple country, multiple streams, multi-party teams and ensure programme manager and senior stakeholders' expectations are managed in terms of time, cost, resources and quality. • Providing accurate and timely communication and reporting to the relevant stakeholders, escalating where required. • Identifying and managing risks, issues and dependencies, and assigning mitigation actions. • Ensure to follow the EVO/SAP methodology and Vodafone ways of working throughout the project lifecycle. • Identifying the skill requirements of the project resources and building the capable team. • Ensure the project scope is clear across the teams, and manage any deviation. • Define, plan, manage and deliver projects, working with key people across the organisation and managing dependencies. • Participate in the design, build, test, deployment and the stabilization of the Project solution. • Building relationships across the teams&business to ensure consistent&appropriate communication. • Responsible for documentation of outputs, analysis and tools used in project activities. • Ensure the project is established, executed and closed as per the standard company governance.

Turkey As the EVO (SAP) Transformation Manager, I worked in Vodafone Turkey Head Office. My main responsibilities included, but were not limited to: • Managing the SAP & Finance related projects from the initiation to closure phase by delivering the pre-defined objectives within the agreed time line, cost, scope, and quality. This includes business case preparation, defining the scope and setting up the budget, communications, compliance, resource risk and stakeholder management, steer-co and status reporting, knowledge transfer planning, contingency planning, monitoring and escalations, change management, 3rd party management etc. • As the SSC Relationships Manager, responsible to monitor SSC performance, KPI League Tables, Operating Framework&SLAs, issue management handling, performance review and SSC penetration. • Supporting the One Real Estate Project Due Diligence&Design in the local opco. • Managing the Vodafone Cyprus SAP Implementation as the Project Lead; SAP REFX Real Estate Lease Accounting Implementation as the Project Lead for Vodafone Turkey& Cyprus; 'Dealers & Commissions, Roaming & Interconnection, Electricity & Lease Rental Migrations' migration to SSC; E-Invoice, E-Ledger and E-Archiving, Assure-net, Bad Debt Monitoring, Balance Sheet Reconciliation, Manual Journal Tool, FIC implementations. • Responsible for all UAM (User Access Management) and SAP system access issues and implementing Global IDM and WIAM systems in the local opco. • Tracking & supporting all SAP related service calls; Acting as the Demand Manager of the local opco, working with cross-functional teams to identify the potential new requirements, reports and enhancements.

The Netherlands As the AP (Accounts Payable) Transition Lead, I was a member of the Core Evolve (Shared Service Center - SSC Implementation Project) Finance Team where I was responsible for implementing both P2P (Purchase-to- Pay) & AP processes in the newly building SSC in Mauritius, driving and supporting the TNT countries with respect to the P2P & AP processes which were defined globally.

The Netherlands As the P2P (Purchase-to-Pay) Support Manager and Project leader, I was responsible for supporting (i.e. giving direction, resolving issues, training staff, etc.) the TNT Express countries with respect to the P2P processes and managing new global projects with the intention to achieve cost savings in the P2P area, improving the data quality and implementing process improvements worldwide along with the KPIs. P2P processes were global processes used in all TNT Express entities around the world, with a direct impact on approximately 5000 staff.

UK TNT Express IBU (International Business Unit) consisted of 33 countries and as the Back-Office Finance and Purchasing Process specialist, I was responsible for implementing, driving and supporting the best practice and correct standard of using the finance modules within SAP (Purchase-to-Pay, Accounting&Reporting, Accounts Payable) throughout IBU. I had worked full-time in the Global EBO (SAP/E-Back Office) Project since it first started in 2003, participated in the full SAP (SRM and CSM MM) project cycle, together with my previous role as The Management Accounting Controller. I was promoted in April 2007 to take the sole responsibility as the Process Lead for Purchasing and Finance, where I actively worked in the global SAP implementation. TNT were awarded 'SAP's Global Quality Award' in June2007 which I'm proud to be a part of it.

UK As the Management Accounting Controller, my main objectives were to work in the EBO Project team for the Global SAP implementation through IBU, control the IBU Windsor Head Office costs against the budget, advise/support countries(49+) the accounting issues on a daily basis, and participate in the Finance Projects.

Turkey As the Management Accountant in TNT Turkey Head Office, I was responsible for both management accounting and financial accounting for the whole country.