CFO - International

A 2-year Master in Management

Professional thesis :A+ : "The Corporate values : a must-have or a chimera ?"

Management of a direct team of 10 (out of a total of 150)

Turnover 1,5 Bn€

In charge of all Finance topics and projects, including profitability and synergies increase

M&A: responsible for Due Diligence and integration

Put in place a new Time&Expenses tool

Creation of a SSC in Romania

CFO filiale France ; 200 M€; équipe de 10 personnes

Environnement LBO (fonds américain); groupe Hollandais de 650 M€

Mission de remplacement puis réorganisation de la fonction Finance

Etat des lieux et plan d'amélioration SI et ERP (Oracle et MTech)

A 5-month assignment as Support to Head of Group Controlling - Interim Manager - 1,7 Bn€

• Contribution to the Definition and deployment of the new Group's Financial Management Core Model (from BU silos to a BL/Region matrix organization)
• "Hands on" : Redaction of procedures, review of processes, daily support to various international controllers
• Participation in the set-up of a Business Performance Management tool
• Trainings and coaching about the new Financial Model

• Organisation PME
• Recrutements divers Finance

➣ Country CFO - Corporate & Transport, 2011 to 2015 – 1,5 Bn€ - Finance team 140 headcounts - Rome

➣ CFO – Transport, 2010 to 2011 – 1 Bn€ - Finance team 110 headcounts - Milan

Defined company's future direction and tactical initiatives by collaborating with executive management and board of directors. Negotiated and secured a high-profile contract of over €300M with a leading new private player in railway business to translate business mission statement into realisation.
Monitored finance and treasury operations, identified low performing areas, initiated and drove results-driven solutions to initiate a productive change by implementing a BPO.

Key Achievements:

• Successfully decreased administrative costs by 10% and team costs by 15% through leading the planning and execution of synergies across 10 production sites; implementation of a BPO in Mauritius with Grant Thornton (Vendors accounting cycle)
• Optimised free cash flow by €100M through the design and implementation of aggressive cash recovery policy (DSO reduced by 4 days) and bespoke factoring solutions

➣ CFO/COO Italy, 2004 to 2009 – 200 M€ - Finance team 80 headcounts - Milan

As the CFO and COO of the Subsidiary : 170M€, 300 headcounts; team of 60 in Support Functions

• turned from red to black financially, after thorough review and restructuring of the Company
• laid off 40 commercial agents by ceasing their contracts
• set up SAP R3
• acquired and merged Lagostina SpA (50 M€, 200 headcounts)

➣ CFO&CHRO Greater China, 1998 to 2004 – 50 M€ - Procurement 500 M€ - Finance team 60 headcounts – Hong Kong / Shanghai

Developed and implemented robust financial policies and procedures to improve cashflow and realise high-impact savings. Turned business from dwindling situation to significant amount of revenue generating business within short time duration by providing integral leadership across all financial management aspects. Steered all facets of human resource management, including recruitment and selection, training and development, compensation and benefits, and employee relations to achieve performance excellence.

Key Achievements:

• Slashed workers’ headcount in China by circa 50% resulting in an optimised efficiency of the Shanghai-based factory
• Accelerated the profitability growth by 10% through the design and execution of aggressive cost reduction plans in Greater China, synergies in Asia and business expansion strategy (Taiwan)
• M&A Lagostina Srl full integration in a 6-month period (50 M€, 300 headcounts)

• Specialized in Long Term Construction Contracts, Industry and Services

• SME Audit