Christophe COUTURIER

En résumé

Entreprises

• Millipore - Vice President – Finance Operations, Bioprocess Division – Bedford, MA - USA

  Guyancourt 2008 - maintenant Vice President – Finance Operations, Bioprocess Division – Bedford, MA - USA (08/2008–to date)
  Reporting to the CFO. Finance partner for the division president.
  - Responsible for the $900M division P&L and working capital. Scope includes all closing, financial controls and planning processes (target setting, sales and operation plan, rolling financial forecast and long range plan) and executive / board level presentation on operating and strategic plans.
  - In first year, delivered:
  • Reorganization of the finance team to support a division made of strategic business units and regional sales organizations, creating fully allocated P&L (including manufacturing impact).
  • Developed new reporting that enabled portfolio decision and tracking of performance in R&D, sales and marketing
  • Aligned a matrix organization (manufacturing, customer service, distribution and international operations) to the division needs.
  • Build a compelling case that led to the implementation of a service and solution strategy.
  • Improved evaluation process for R&D investments and provided new insight into product profitability in close collaboration with supply chain.
  • Developed and implemented 2 restructuring plans in Europe and North America generating $4.5M savings.
  - Managed the divisional impact of corporate working capital initiative and implementation of Oracle Hyperion.
  - Led a corporate wide finance initiative to define future competencies and strategic skills needed, assessed present state and implemented a talent development plan accordingly.

• Millipore - Vice President - Corporate Financial Planning and Strategy Management – Billerica, MA - USA

  Guyancourt 2006 - 2008 Vice President - Corporate Financial Planning and Strategy Management – Billerica, MA - USA (1/2006–07/2008)
  Reporting to the CFO.
  - Following the launch of a new corporate strategy in 2005, under the sponsorship of the CEO and CFO, led a corporate wide initiative that ensured an effective strategy execution:
  • Implemented, managed the culture change and adoption of a process based on strategy maps, key metrics, balanced scorecards and quarterly strategy reviews for the corporation and the 2 divisions.
  • Implemented a rolling financial forecast process using lean principles that enabled regular and efficient resource reallocations across the corporation.
  • Redesigned and managed the corporate planning process, including consolidation of annual operating plans and long range plans from the divisions, global supply chain, corporate functions, tax and treasury to provide the CEO and CFO with financial statements and analysis supporting street guidance, portfolio decisions and financing plans.
  • Implemented peer performance reporting used to set relative performance targets and corporate incentive plans.
  • The initiative drove external recognition with the 2008 Beyond Budgeting Roundtable Implementer of the year Award (J Hope and S Player), the 2009 Palladium Balanced Scorecard Hall of Fame for Executing Strategy Award (Dr. Norton and Dr. Kaplan), and publications (Corporate Executive Board, Harvard Business School Balanced Scorecard Report, Management book “Drive Business Performance” from B Aziza and J Fitts)
  • Presented those concepts in various leadership group and industry conferences (ASMI, BBRT and Palladium)
  - Provided ad hoc corporate financial analysis on impairment and valuation, anti-acquisition strategy and long-term incentive plan.
  - Implemented a scorecard tracking NPV, ECV, project delays, productivity and performance of R&D projects and new products
  - Finance partner for all corporate functions ($100M spending), managed the close, planning process and analytical support for the CEO and executive VPs (Finance, IT, HR, Legal, Technology and Innovation, Quality).

• Millipore - Vice President – Finance Operations, Bioscience Division – Paris - France

  Guyancourt 2004 - 2005 Reporting to the CFO. Finance partner for the division president.
  - Responsible for the $350M division P&L for all finance operations (close, planning, M&A) and executive presentations.
  - Merged 2 legacy divisions (Lab Water and Life Science) into the bioscience division and implemented costs synergies.
  - Participated in the formulation of the new division strategy that transformed a niche laboratory supplier into a life sciences leader with the acquisition of a $200M business in 2006.
  - Led a major process improvement initiative that restructured the Go to Market approach and implemented new organization and processes for market and customer segmentation, product lifecycle management and pricing, sales channel, territory coverage and incentive scheme.
  - Led a manufacturing process redesign project in the Lab Water plant that resulted in a Make to Order process and delivered sizable financial benefits in Inventory reduction and the cancellation of a planned building extension.
  - Supported acquisition targets evaluation and due diligence activities

• IBM Business Consulting Services - Associate Partner

  Bois-Colombes 1999 - 2004 Joined PricewaterhouseCoopers Consulting in the UK and transferred to France to build the local pharmaceutical business unit. IBM acquired PwC Consulting in October 2002. IBM is a leader in services and consulting with a top tier Pharma and Life Sciences consulting practice.
  
  - Led the French business unit ($40M consulting revenue) including pipeline management, team utilization, business development and thought leadership (French launch of the IBM strategic vision "Pharma 2010”)
  - Key account management responsibilities as global leader of the Sanofi-Synthélabo account, and co-management responsibilities as finance leader for Aventis global account, and GSK and Baxter European accounts.
  - Sold and managed major projects for Life sciences clients.
  • Finance projects: design and implementation of a finance shared service centre; development of an European wide outsourcing and off shoring contract for all finance transactional processes; design of a global standard costing approach.
  • Strategic projects: synergy evaluation for a big-Pharma merger, and implementation of a benefit tracking mechanism: elaboration of an ERP strategy; European distribution strategy.
  • R&D projects: definition and implementation of a complete clinical trial management solution providing process redesign, infrastructure outsourcing and software implementation as well as 3rd party management.

• Lloyds Pharmacy - Finance Director

  1997 - 1998 Largest pharmacy retail chain in the UK with 1270 pharmacies and 130 health & beauty stores in 1998 ($1B revenue). Lloyds Pharmacy is the retail division of the largest European pharmaceutical distribution group Celesio (formerly GEHE). Joined the company immediately after a major acquisition and focused role on integrating and stabilizing the new organization.
  
  - Managed 120 staff in 5 departments (accounting, planning & analysis, internal audit, project management, store security).
  - Led the merger of 2 Legacy Company’s finance function and the realisation of synergies (50 heads reduction)
  - Created an internal audit group covering all aspects of store’s operations
  - Led a project that delivered improved internal controls, financial data integrity and store performance by rolling out an EPoS system in all the 1400 stores. Led the ERP upgrade project and implementation of inventory management modules.
  - As a Director and member of the Board of the division, participated in the development of the strategy for the post-merger retail chain and tracked the implementation costs (re-branding of 1400 stores)

• Novartis - Head of Finance

  RUEIL MALMAISON 1988 - 1997 Joined Sandoz Pharma that became Novartis Pharma following the merger with Ciba-Geigy in 1996. Novartis Pharma is a leading Pharmaceutical corporation.
  
  Head of Finance, Administration and Logistics – Budapest - Hungary (1995–1997)
  - Converted a representation office into an affiliated company ($25M revenue)
  - Designed and recruited the finance organisation, and managed all finance operations for the company (budgeting, forecasting, reporting, analysis, accounting, tax and treasury)
  - Defined key organization processes, implemented SAP R/3, the supply chain infrastructure (transport, warehouses and licenses) and negotiated contracts with wholesalers and toll manufacturers.
  
  Head of Finance, Administration and Logistics – Oslo - Norway (1993-1995)
  - Implemented the group accounting standard and closed the first fiscal year for a the affiliated Company ($20M revenue)
  - Managed all finance operations for the company (budgeting, forecasting, reporting, analysis, accounting, tax)
  - Improved the balance sheet (working capital reduction, cash management and reimbursement of a start up debt)
  
  Head of Financial Analysis – Istanbul - Turkey (1990-1993)
  Sandoz Pharma in Turkey was a major entity for the Sandoz group with revenue of $65M, 400 employees, sales, marketing, manufacturing and R&D.
  - Developed and implemented planning and reporting tools and integrated them with the ERP (BPCS)
  - Implemented a budget process enabling control of expenses and investments in a volatile environment (currency devaluation and inflation of 70-80%)
  - Prepared price increases and managed the standard costing process for the local manufacturing operations
  
  Financial Analyst, Corporate HQ – Basel - Switzerland (1988-1990)
  - Within the strategic planning group, was responsible for the modelling of the Pharma division 5 years plan
  - Prepared budget discussions with affiliated companies and performed consolidated profitability analysis

Formations

• ESSEC Business School (Cergy Pontoise)

  Cergy Pontoise maintenant

• Essec

  Cergy Pontoise 1985 - 1988

Réseau

• Anissa MOUSSIF LAMARQUE

• Anne GRJEBINE

• Anne-Céline MULLER

• Etienne PESNELLE

• Herve CASSIS

• Isabelle ZABLIT-SCHMITZ

• Karine AGACHE

• Nicolas LANGLAIS

• Yann COGNIEUX