Christian MAGNET

En résumé

Entreprises

• BDX - European Financial Controller

  2011 - maintenant Responsible for all financial aspects of BD Bioscience segment in Europe Africa Middle East. $500M revenue with a 7% CAGR over the last 5 years. Leader in the research and clinical flow cytometry area. Key contributor in strategy definition and roll out for the region. Decision maker for resource allocation and accountable for P&L to ensure profitable growth of both top and bottom line.
  Key Accomplishments:
  -Designed and implemented new dashboard to monitor strategy roll-out, forecast accuracy, growth drivers
  -Developed with HR new incentive scheme to drive sales performance
  -Implemented pricing committee to drive price optimization and harmonization across Europe
  -Analytical analysis of business model and proposal for future strategy
  -Key contributor for integration plan of a recent acquisition

• BDX - Director of Financial Operations

  2010 - 2011 In this position I was the regional CFO “right hand” and initiated, led key finance transformation projects, covering more than 30 countries, 215 finance associates, $2.5B revenue.
  Set strategy of all the finance operations, financial planning, reporting consolidation and financial systems in Europe. I have the objective to improve the Finance operations in terms of cost, efficiency and quality in the context of Finance transformation project, with the aim to get this finance organization to “world class”.
  I supervise 80+ finance associates with 8 direct reports. I report to the CFO Europe, I support the European President and interact with Corporate Finance & Intl group for various questions on the region.
  Europe : $2.5B revenue, 25 countries, 57 entities 10 currencies - US GAAP – 215+ finance associates.
  I coordinate with the 6 Businesses and 9 Country Controllers the different projects and initiatives.
  
  Key Accomplishments:
  Finance Transformation:
  -Defined the Finance Shared Service Center strategy for Europe
  -Contributed to the organizational redesign and restructuring in Europe – close office in Ireland
  -Plan in place to deliver 20% cost and head count reduction for finance function in Europe
  -Reinforced my strategic focus and my change management skills
  
  Project lead for world wide Closing Optimization:
  -Led a project aiming to reduce closing cycle time by 30% for total BDX Corporation
  -Managed a dispersed and multicultural team (Latin America, North America, Asia Pacific and Europe)
  -I organized a blitz meeting and leveraged other continuous improvements 6 Sigma methodologies
  -Demonstrated that I could lead a world wide project with global impact on the organization beyond Europe

• BDX - EMA Diabetes Care Controller

  2008 - 2010 Diabetes Care Controller emerging markets, $25M revenue, 22% growth top line and 34% bottom.
  Investment Decision Process: Diabetes Care business
   I developed a model to rank the different countries of the region in terms of attractiveness for investment Support investment decision and prioritization. Tool used beyond EMA in all developing regions (Asia Pac and Latin America). Return On Investment calculation tool for marketing investments
   Gained approval from senior management for all investments proposal included in budget
   Contributed to emerging markets strategy and developed solid business acumen skills

• BDX - Director of Planning & Financial Systems BD Europe

  2006 - 2010 Process owner of the budget and forecast process for Europe. I am managing the financial systems enhancement.
  Project lead for SAP FI/CO implementation in Europe:
   Moving total Europe accounting system to SAP: 25 countries, 57 entities, $2.3b+ revenue
   I convinced the Project Steering Committee to implement a complement of SAP called Getpaid to manage Europe Receivables $600M. Key enabler for DSO reduction in Europe. Objective: -3 days.
   Project completed on time, on budget and in compliance (2 audits on project – Internal + E&Y)
   I could enhance my project management skills and leadership
  
  Cost Control:
   Managed the FY 09 zero growth target for Shared Resources in Western Europe
   Contributed on Back To Budget objective in FY 07, reduction of $2.2M in Shared Europe
  
  Initiated and led several process or system improvements:
   Initiated new process for Europe interco reconciliation process improvement: gain 2 days
   Designed and implemented standard tool for European businesses to build the 3 years plan
   Revenue recognition process improvement: compliance, consistency and productivity gains – 3 FTE
   Driving change management amongst the Finance community with introduction of new systems and processes (SAP, Getpaid, D-Terms, standardization of the forecast process, new planning process…)
   Developed solid change management skills leveraging Kotter model and process improvement proficiency

• Chevron - Regional CFO

  Levallois-Perret 1998 - 2006  Regional CFO – Member of leadership team - functional reporting to Division CFO
  Team: 40 people – Europe Africa Middle East. 2 European subsidiaries - 3 sales branches.
  Accounting and US GAAP (17) – Credit&Treasury (2) – P&A (2) - Legal, Tax& Insurance (1) - IT (18)
  
  Key Accomplishment:
  2003: expand function to “Compliance Coordinator” for EAME
   Leading Sarbanes Oxley section 404 implementation and Compliance project for the region
   Implemented tax consolidation group for 3 CVX subsidiaries – Statutory support streamlining: SA to SAS
   Obtained working capital reduction 10% gain - banking relationship and cash pooling 25% cost savings
   Played key role in « Complexity Reduction » project, customer and product segmentation (ABC) and refocus resources
   Built Finance and IT new structure: increase productivity by 17% and 10% - benchmarking
  
  2000: add Information Technology management to Finance & Admin role.
   Played key role in 35 hours project: IT project supervision linked to productivity gains. Cross functional projects. Gain of 15% productivity for the French susidiary.
   Coordinated buy and sell deals of two product lines, tax and organizational impact: 10 & 50M€ in revenue
   EURO project leader for Europe: 5 companies.
  1998: take over responsibility for Finance (CFO) and Customer Service
   Transformed two European subsidiaries from distributor to agent and impact analysis of termination
   Key player in union’s negotiations on salary and other representing management
   Secretary of the Board – Interface with statutory Auditors and internal audit
   Managed Tax Audit (8 months long) mainly on transfer price.
   Implemented Balanced score card – Business Plan process owner.

• Chevron - Controller - Planning&Analysis.

  Levallois-Perret 1993 - 1998 Coordinated reporting for 5 opco (EAME region) – Managed a team of 2 FA. Responsibilities Local and US reporting – Long and Short Range Business Plan – Internal Control – Performance Analysis (Management Report, profitability analysis...).1998: Project leader for the implementation of a new ERP: JDEdwards

• Orcofi Holding (Vuitton family) - Controller and M&A role

  1991 - 1993 Implemented planning& analysis team, reporting tool, budget control and consolidation. Consulting and control of operational subs, LANVIN, ANDRELUX, Business Plan, cash flow forecasting and profitability analysis Implemented a Corporate COA and consolidation software (CONCEPT). Acquisition analysis and due diligence

• PWC - AUDITOR

  Neuilly-sur-Seine 1988 - 1991 Statutory Audit:
   AUTOMOBILE PEUGEOT: head office and plants
   RORER SA (pharmacy)
   JOHNSON&JOHNSON
   Review and implementation of internal control procedures. Statutory books audit as well as restatement for consolidation purposes, control and support for consolidation
  M&A Audit
   Due diligence & Acquisitions: Unilever, SGS, Repetto, RORER Pharma, DIGITAL

Formations

• Essec

  Paris La Défense 2006 - 2007 Normes IFRS
  
  Formation diplomante
  
  Formation très enrichissante, et reconnue en entreprise. Cela m'a permis d'évoluer en interne et d'être reconnue en interne comme expert IFRS.

• HEC

  Jouy En Josas 2004 - 2005 EMBA

• Université Paris 1 Pantheon Sorbonne

  Paris 1993 - 1994 Controlling

• Institut Supérieur De Gestion

  Paris 1985 - 1988 International Business
  
  BERKELEY USA - Tokyo - China

Réseau

• David MAHE

• Francois-Xavier DE COINTET

• Frederic ALBIN

• Garsault FLORENCE

• Laurence VIGIER

• Olivier THIBAULT

• Pascal MARQUENET

• Rondel-Caulier * JULIEN

• Sébastien FERRÉ

• Solange BAILLIART