dg transformation

Helping board to refine agenda and strategies

change management of French subsidiary

mergers of 150 legal entity

optimize clinics efficiency

restore ebitda and cash

mindset and people change

IRevenues: EUR 100m, 200 employees, covering 8 European countries)

General management of the company under LBO with a short timeframe roadmap to deliver multiple acquisitions/integrations, transformation and restructuring before preparation of the next step - potential sale. Reorganization of Executive Committee around the goals of : efficient growth, company value maximization and operational efficiency.

Main achievements :

• Transformation program based on four pillars : growth, efficiency, people and M/A.
• Restructured sales, marketing and all commercial initiatives to achieve turnover and business plan targets.
• I directed the business recovery after covid- achieving doubling of sales and restoring 2019 historically higher margins.
• Restructure of the company, to become vastly more efficient and profitable across all functions and missions.
• Elimination of loss making components of the business

I have directed four acquisitions and integrations in a two year time frame, subsequently developing a company footprint in eight countries and doubling sales volume. This has resulted in a significant uplift of ebitda providing synergies to prepare the next step with the right people, process and products in house.

(Revenues: EUR 500m, 800 employees, covering 10 major legal entities)

PRIMAGAZ GROUP (part of SHV family Group - Group turnover EUR 30bn)

C level, Core member of the Executive Board. Deputy to the CEO in a high pressure, tight margin environment.

Responsible for business growth, management of Sales, IT, Operations and Marketing (500 headcounts) Main duties : Finance, M&A, Legal, IT, Compensation & Benefits, Procurement, PMO, Marketing & Operations. (B2B, B2C, Business development, Marketing and Communications, Customer relations and Innovation).

Main achievements :

• Restructured entire sales division, increased margins by 10% cent per L, reduced cost base, implemented efficiencies as a basis for growth Acquired two businesses Axegas and Engie LPG and integrated both into the portfolio in a profitable manner.
• EBITDA - trebled (from EUR 18m to EUR 53m), Working Capital - improvement of 2% (6% to 3% of sales), Capex - 30% ( reduced by EUR10m), Cash generated per year (fourfold increase to EUR 70m).

(Revenues: 370 m€, 1,500 people, 500 stations)

EUROPCAR GROUP (owned by a French private equity fund)

• Executive Committee Member of Europcar France
• Management of a team of 100 people through 11 direct managers over 5 legal entities
• Responsible for: accounting in IFRS, FP&A, cash & credit management,
• Monthly financial reports and 2012 budget presentation to the Group Executive Board
• Audit & internal control, tax & legal, IT, purchasing, fleet administration
• Optimization of the existing financial structure (EUR 600 m of debt) and negotiation of 2 new major credit lines (EUR 80 m each)
• Renegotiation of major external service agreements : EUR 2m savings achieved

(Sales: EUR 150m, 900 people, 11 factories) + CFO of the composites Activity (Revenues: EUR40m, 3 factories) (from January 2010)

• Leading a team of 5 direct reports across 3 locations Successful implementation of a Group's financial planning & control process in USGAAP: building appropriate team,
• Integration of reporting systems, definition of key indicators, budget and 5-year plans.
• Accurate and valuable analysis of the Group performance, cash optimization (EUR 3 m within 1 year)
• Cost reduction plan implementation for the composites activity: from a loss making business in 2009 to positive results from 2010

(EUR 130m of sales, 2,500 people, 6 factories) and Branch Business analyst

• Management Committee Member
• Worked closely with the MD and provided strategic financial input and leadership on decision making process
• Overall responsibility of the financial operations including accounting & treasury departments, controlling teams at headquarter and in 4 factories (8 direct reports) + functional reports of the financial analysts in Slovakia, Morocco, Tunisia, Egypt.
• Ensured a sustainable profitable growth and a high increase in cash flows above the Group targets from 2007 to 2009. Monitored the financial performance of the organization against forecast and budget and provided valuable support to operational managers (investment decision making process, action plans, etc.).
• Presentation of monthly reports to Branch's management (CEO and CFO) and quarterly results to the Group CFO

• Auditor certification assignments + mergers and acquisitions audit missions in USGAAP and IFRS
• Main customers : Bosch, Alstom, Alcatel, Brandt, Suez, Fiat