Directeur Administratif et financier

Leading all finance functions in a change and transformation environment of company with a Revenue of $300 M , directed and supervised staff of 70 people

Oversee strategic and periodic budget , capital plans and forecast working closely with board members . Focusing on delivering the change through a new matrix organization . Implementation of a new share services center covering transactional processing , Control and accounting , and decision support activities . Managed interactions with auditors and oversee audit compliance activities and statutory sign-off. . Harmonized financial and administrative policies across the respective Kantar brand names . Results-focused , capable to drive changes through complexity and deliver successful outcomes

Led multiple reporting and consolidation in Local/IFRS and US GAAP and implemented a group level sourcing management. Executed new ERP, sourcing, and analytic management techniques to accomplish sales, profitability, cash flow, and business goals. Improved operational infrastructure to ensure constant growth, while interfacing with executive management and key stakeholders. Evaluated all processes and generated timely, accurate, and complete reports on the operating condition. Organised staff by leveraging existing expertise as well as building new modules aligned with department requirements.

• Increased turnover by 12% and productivity by 7% per year through successful application of a turnaround strategy for advancing the management system and optimising the productivity.
• Headed and controlled all activities associated with the finance department; consolidated Belgian, Swiss, and Italian subsidiaries that enhanced the scope of authority by transferring activities.
• Globalised processes and centralised diverse functions, including financial and legal support, HR, purchasing, IT, and communications. Deployed MS dynamics ERP, created purchasing section.
• Presented recommendations in the presence of two IBM and BNPP shareholders, communicated simplified results to a minority shareholder and reported to the IBM corporation.

2007 to 2013 :

Ensured the implementation of annual operating plans and long-term strategic forecasts for diverse teams. Conducted financial performance evaluation process to examine company performance. Revenue 1.3 B$ with 3000 Staff

Monitored the development and maintenance of internal control structure, including internal controls over corporate reporting and planning deliverables. Administered budget, reporting, and financial closes to improve efficiency, accuracy, timeliness, and level of support for the business. Signed-off on revenue recognition treatment for various sales transactions and drove added value to process improvement. Designed complex pricing mega deals, analysed and interpreted financial data as well as presented the information in frequent reports and presentations to board members and top management.

• Improved net profitability by 20% through reorganisation of group centre of excellence, covering 40 finance/management control specialists supervising finance, maintenance, and IT systems.
• Introduced complex financial packages, defined budget targets, carried out financial analyses, integrated software houses as well as participated in deals with CMA/CGM, SNCF, and BNPP.
• Steered efforts in the transformation for the company for 2020 as part of the executive committee of IBM France GTS, including. Co-led an IBM France Social plan of 300 Headcounts for IBM GTS.

IBM – Madrid, Spain & Paris, France
MANAGER OF FINANCIAL CONSOLIDATION EMEA

2000 to 2006 :

Consolidated the business structures of IBM corporation worth up to $30 billion. In charge of the performance takeovers and financing in Europe.

Championed the preparation of the consolidated financial statements for the subsidiaries and the group. Interfaced with relevant accountants and finance managers through the region to present analytical review on monthly basis. Dealt with financial reporting and data needs, reviewed the proper reporting of financial information in compliance with US GAAP. Established and executed best practice processes and systems across the company. Monitored financial data, extracted data from financial systems to define essential information, and interpreted data to determine the past financial.

• Well-defined and allied the business models adhering legal requirements of each country in Asia, Europe, and America. Implemented tax optimisation systems using transfer pricing.
• Implemented a performance – centred work organisation model for back office functions in Europe (Finance, Asset management), anticipating the shift that would come from the I/T sector; overall 20% savings.
• Co-led with sales and corporate development function the price and Waterhouse consulting division integration for Europe.