1. CURRICULUM VITAE
1. Family name: Close
2. First names: Nathalie
3. Date of birth: 27/11/1972
4. Nationality: Belgian
5. Civil status: Married – 3 children
6. Education:
Institution [ Date from - Date to ] Degree(s) or Diploma(s) obtained:
Facultés Universitaires de Notre-Dame-de-la-Paix – Namur – Belgium
(1997 – 2002)
2002 – 1997 – Master in Economics
Ecole Pratique des Hautes Etudes Commerciales – Brussels – Belgium
(1993 – 1995)
1995 – 1993 – BA in Accounting
7. Language skills: (1 - excellent; 5 - basic)
Language Reading Speaking Writing
French 1 1 1
English 1 1 1
Spanish 1 3 2
Portuguese 3 3 3
8. Membership of professional bodies: ALFI (Luxembourg), ILA (Institut Luxembourgeois des Administrateurs)
9. Other skills: Computer literate, Knowledge of the main current software (Word, Excel, Power Point, etc.)
10. Present position: Freelance Consultant
11. General years of professional experience: Over 19 years
12. Key qualifications:
 Over 19 years’ experience, with a focus in international development and microfinance
 Mixed professional background that includes experience in development cooperation (Asia, Africa and Latin
America) and finance.
 Strong expertise in institutional reinforcement (design of strategy plans, business plans, action plan)
 Experience of conducting organisational and institutional audits
 Experience of working with Civil Society organisations, microfinance institutions, Civil Society organisations,
government and international development agencies (e.g. EIB, Lux-Development, EIF)
 Monitoring and evaluation of large national programmes as team leader (multi-countries evaluation missions)
 Expertise in executing large microfinance projects in Western Africa
 Expertise in participatory techniques and stakeholder engagement.
 Strong experience in Developing countries (Africa, Latin America and Asia) and in networking with different
development stakeholders from the donors' community, to governments and civil society organizations.
 Excellent analytical skills.
 Knowledge of Result based management methodology
 Strong experience in leadership capacity as Director within a large organisation
 Several missions in Latin America, Africa and Asia with important component of relation between local authorities,
Government and Civil Society organisations.

2. 13. Specific experience in the region:
Country Date from - Date to
- Benin, Burkina Faso, Cape Verde, Guinea
Bissau, Ivory Coast, Mali, Namibia, Niger,
Senegal, Togo.
- El Salvador, Ecuador, Nicaragua, Peru.
- India, PDR Laos, Vietnam, Nepal
- Belgium, France, Luxembourg
Since 2003
Since 1995
14. Professional experience
December 2014 2
Date
from –
Date to
Location Company Position Description
2014 Burkina Faso,
Luxembourg
Luxembourg
Ministry of Foreign
Affairs
Team leader  Evaluation of 5 Luxembourg NGOs acting in Burkina Faso
o Capacity analysis of each NGO to effectively and
efficiently implement cooperation projects
o Institutional analysis of the NGOs
o 3 specific project analysis
o Partnership relationship analysis of the 5 NGOs
with their local counterparts
2014 Luxembourg ADA Expert -
Consultant
 Result based management : Formulation of microfinance
projects in accordance with the RBM principles
 Organisational assistance : set-up of budgetary tools and
analytical accounting tools
2014 Luxembourg ADA Expert -
Consultant
 Microfact tool – microfinance reporting tool
o Adaptation of data collection and analysis tool to
the specific accounting context that applies in
the WAEMU countries (western Africa).
2013 –
2014
Nicaragua Luxembourg
Ministry of Foreign
Affairs
Team leader  Mid-term review of the Indicative Cooperation Program
between Luxembourg and Nicaragua: assessment of the
activities performed in 3 sectors (health, tourism and
professional training)
2013 Luxembourg ADA Expert -
Consultant
 Operational assistance: formulation of various
microfinance projects
 Organisational assistance : set-up of budgetary tools and
analytical accounting tools
2013 WAEMU
countries (Africa)
ADA Expert -
Consultant
 Formulation of the 3-year collaboration programme
between ADA and one of its local partner (Confédération
des institutions financières), representing 6 majors MFIs
located in 5 countries in Western Africa.
2013 Africa African Expert -  Elaboration of the Business Plan 2013 – 2015

3. Microfinance
Transparency
(AMT)
Consultant Analysis of current activities to elaborate the 3-year
operational strategy
December 2014 3
2012-
2013
Luxembourg,
India, Nepal,
Chile, Bolivia,
Uganda and
Indonesia
Luxembourg
Ministry of Foreign
Affairs
Team leader  Evaluation of 3 NGO co-funded by the Ministry.
 The evaluation focuses on the organisational evaluation,
the financial audit, the governance assessment and a
sample of projects of each NGO. For each NGO, field
visits were organised in 2 different countries.
2012 Belgium Europaid Expert -
Consultant
 Concept note about the « Risk to engage with Civil
Society » for the European Commission. The Document
tackles the subject from 3 aspects : governance,
legitimacy and accountability.
2012 Nicaragua Europaid Expert -
Consultant
 Assisted auto-diagnostic of 10 organizations of the civil
society, working in the human rights sector in Nicaragua
 Analysis of the capacity building needs expressed by the
NGO’s and recommendation for a dedicated programme to
the EU delegation in Managua.
2012 Luxembourg ADA asbl (Aide au
Développement
Autonome)
Expert -
Consultant
 Operation-wise : Set of the annual action plans, the
realisations reports, etc.
 Organisation-wise : assistance to set up the operational
and administrative budgets, organisation of internal
processes, knowledge management
2012 Luxembourg European
Microfinance
Platform (e-MFP)
Expert -
Consultant
 Mid-term review of their Business Plan 2010 – 2014.
 Facilitation of Board discussion on the strategic
orientations to be followed by the platform over the next 2
years.
2011-
2012
Luxembourg ADA asbl (Aide au
Développement
Autonome)
Expert -
Consultant
 Elaboration of the Strategy Plan 2012 – 2016
 This included the definition of the strategic orientations,
their expected consequences on the organisation of the
NGO, the design of programmes and institution budgets,
the set-up of the logical models for each programmes (5)
according to the Result Based Management methodology.
 Organisation of numerous participatory working groups
with the staff and the management, extensive
consultations of the NGO’s partners (field stakeholders)
and Board members.
2010 –
2011
WAEMU
countries
(Senegal, Mali,
Niger, Burkina
Faso, Togo,
Benin, Ivory
Coast, Guinée
Bissau)
Lux-Development Team Leader  Deployment of the Internal Control methodological guide
within 240 MFIs located in 8 countries (WAEMU area),
through a pyramid mechanism.
 In order to increase the ownership of the results, set-up of
a system using local professionals, and involvement since
the inception of the deployment process of the
Professional Associations, the local Chartered Accountant
Institutes, the BCEAO (and its National Directorate), the
national line ministries (Structures ministérielles de
surveillance)as well as key-contact people within each
MFI.

4. December 2014 4
2009 -
2010
Nicaragua /
Sénégal / Mali /
Laos / Vietnam
Ministry of Foreign
Affairs Luxemburg
and Governments
of Nicaragua,
Sénégal, Mali, Laos
and Vietnam
Team leader  Five simultaneous mid-term evaluations of Indicative
Cooperation Program between the Partner country
Government (5) and Luxemburg which included more
specifically:
 Contacts with all stakeholders at government level
(national – regional and local) and civil society
representatives.
 Organisations of join meetings to prepare the new National
Indicative Program in the framework of the National Plan
against Poverty and the MDG.
 To propose new orientations on how to manage the
cooperation between local Government (Partner
countries), the Government of Luxemburg and Non State
Actors
2010 Luxembourg ADA asbl (Aide au
Développement
Autonome)
Team Leader  Mid-term review of the Rating Initiative and design of the
Market Outlook report.
 The assignment consisted in three complementary
objectives:
o Assess the actual and anticipated impact of the
RI on the rating market and issue a quantitative
and qualitative progress status report on the
evolution of the rating use in the microfinance
sector
o Understand the rating culture in Africa and the
barriers to enter the microfinance rating market
in this area;
o Conduct a mid-term review of the RI to report on
the progress, or the results achieved so far, on
the elements to be maintained, modified or
removed.
2010 Luxembourg Translation Center
of the European
Institutions
Team leader  Business model optimization
 This included in : Expert Study on the optimisation of
certain aspects of the agency’s business model and an
analysis of the impact that possible changes in the
revenues might have on the organisational structure
(Contingency Plan)
2010 Luxembourg,
Burkina Faso and
El Salvador
Luxembourg
Ministry of Foreign
Affairs
Team leader  Evaluation of the activities of NGO KOMP
 The mission consisted in: checking the proper use of the
funds according to the specific requests made by the
NGO; analysing the operational methods of organization,
decision and internal control of the two partners of the
project; evaluating the projects according to the basic
criteria of the CAD with a special focus on impact and
durability.

5. 2009 Luxembourg,
India
Luxembourg
Ministry of Foreign
Affairs
Team leader  Evaluation of the activities of NGO Indesch Patenschaften
 The mission consisted in: checking the proper use of the
funds according to the specific requests made by the
NGO; analysing the operational methods of organization,
decision and internal control of the two partners of the
project within the framework of an emergency response;
evaluating the projects according to the basic criteria of the
CAD (relevance, effectiveness, efficiency, impact,
durability) with a special focus on impact and durability.
2009 WAEMU
countries
Lux-Development Team Leader  Design of a Practical guide of Internal Control for the
microfinance institutions located in the 8 WAEMU
Countries.
 This includes an overview of existing practices and
microfinance regulations in those countries and a
participative dynamic with the IMFs in the guide
elaboration process.
2009 WAEMU
countries
Lux-Development Team Leader  Design of a Practical guide of External Audit for the
microfinance institutions located in the 8 WAEMU
Countries.
 This includes an overview of existing practices and
microfinance regulations in those countries and a
participative dynamic with the IMFs in the guide
elaboration process.
2009 Luxembourg Translation Center
of the European
Institutions
Team leader  “Expert Study on CDT pricing structure” - improvement of
pricing structure based on the ABC Model.
 It included the understanding of the cost model and the
analysis of the products specificities to define several
scenarios for a new pricing structure.
2009 Luxembourg EIB – European
Investment Bank
Team member  “Setting up of the JESSICA Holding Fund” – Identification,
modelling and development of the Procedures Manual for
the JESSICA Holding Fund operations
2009 Luxembourg EIF – European
Investment Fund
Team leader  Cost Model Analysis for the European Investment Fund
(EIF)
 The objective of this engagement consisted in analysing
the cost model and determining whether the model is
sufficiently documented, transparent and robust to be
audited by external auditors according to the ISAE 3000
standard.
December 2014 5
2007 -
2008
Luxembourg EIF – European
Investment Fund
Team leader  Mapping of the business flows and project management of
the JEREMIE division: Set up the new business model;
Mapped the processes in Mega®; Designed an action
plan; Assisted in the organization of the work and
monitoring of the tasks’ progress.
 Mapped the business flows and project management of
Fund of Funds Group managing the Dahlia, IVCI, PVCi
and Neotec funds
2005 Ecuador, Peru Luxembourg Team leader  Evaluation of the development cooperation programme of

6. Ministry of Foreign
Affairs
Luxembourg in both countries. The sectors covered were
health, education, institutional reinforcement of local
organizations and local authorities.
 Assessment of the Luxembourg bureau in Quito.
2005 Cape Verde Luxembourg
Ministry of Foreign
Affairs
Team leader  Evaluation of the “Fonds de contrepartie” between
Luxembourg and Cape Verde. The benefits of which were
invested in the construction of schools, municipal buildings
and markets, institutional strengthening of local authorities.
December 2014 6
2004 -
2005
Luxembourg Lux-Development’s
Board
Team leader  Update of Organisational Audit for the Ministry of Foreign
Affairs of Luxembourg, within its Development Cooperation
Agency:
o Analysed the existing situation and identified the
strengths and weaknesses of the various
processes: operational, remunerative,
organizational and structural;
o Defined the future structure and presented an
action plan.
 Implementation of the action plan execution in 2005 for the
Luxembourg agency for Development Cooperation:
o Financial issues (operating budget, financial
processes);
o Human resources issues (new remuneration
policy);
o Global Management strategy design and
organizational issues (review of the organization
chart, roles and responsibilities of corporate
governance bodies).
2003 NIcaragua Luxembourg
Ministry of Foreign
Affairs
Team leader  Projects evaluation : Evaluation of 4 projects of water and
sanitation executed by Lux-Development (2) and the
Government of Luxembourg (2) In the region of Leon.
2003 Namibia Luxembourg
Ministry of Foreign
Affairs
Team leader  Country Program evaluation : Evaluation of the
Luxembourg development cooperation programme,
operated in 4 sectors (education, urban development,
health and agriculture)
2003 Burkina Faso Luxembourg
Ministry of Foreign
Affairs
Team leader  Project evaluation : Alphabétisation fonctionnelle dans la
region des Hauts Bassins.
2002 Luxembourg Lux-Development Consultant  Organisational Audit for the Ministry of Foreign Affairs of
Luxembourg, within its Development Cooperation Agency:
o Analysed the existing situation and identified the
strengths and weaknesses of the various
processes: operational, remunerative,
organizational and structural;
o Defined the future structure and presented an
action plan.
1999 -
2009
Luxembourg,
France
Various
stakeholders
Team leader or
consultant
 Banking and Fund administration sector: worked on
different projects:
o Organisational projects such as the re-

7. organisation of the activity of the Trust and
Holding department;
o Recruitment assignments for various types of
function at managerial level;
o Annual remuneration survey for the financial
sector within Luxembourg (2006, 2007, 2008)
o Purchasing scorecard implementation.
 Insurance sector: participated in several projects:
o Creation of a life insurance company in
Luxembourg for a French Bank-Insurance group;
o Set up a new activity geared towards high net-worth
customers (blue print, scenarios design, IT
selection and implementation, BPI, etc);
o Analysis of the functional and organizational
processes;
o Business strategy and implementation of the IT
system.
December 2014 7
1997 -
1999
Luxembourg Sogecore Insurance
Manager
 Following portfolio management : administration, fixing of
primes and assessment of losses, reporting to the legal
authorities on behalf of multinational companies
1995 -
1997
Brussels Hopital St Anne - St
Remi,
Accountant  Following the merger of two companies, creation and
organisation of the new financial and accounting
department, including review of procedures and
implementation of management tools (costing)
15. Other relevant information (e.g., Publications)
Previous experience
 Founder of Harmattan Scrl in Luxembourg
 Director within PwC Luxembourg, in charge of development cooperation projects and microfinance assignments
within the Advisory Department.
 Senior Manager within KPMG Luxembourg, in charge of the monitoring and evaluation team.
 Insurance Manager, Sogecore
 Hopital St Anne – St Remi, accountant
Seminars / Summits
 Organization of a seminar on Internal Control within Microfinance Institutions – Dakar – 2011
 Panel member at the 4th Microfinance Investment Summit (Developing Institution Capacity to Ensure Investment
Opportunities and Maximise Growth) – London - 2010
 Organization of a seminar on Internal Control within Microfinance Institutions – Dakar - 2009
 Organization of a seminar on Internal Control within Microfinance Institutions – Ouagadougou – 2009
 Organization of a seminar on External audit of MFIs – Dakar - 2009