Guillaume RISS

En résumé

Entreprises

• TAG Heuer - Responsable du contrôle de gestion

  Paris 9 2013 - maintenant ● Supervision de 3 contrôleurs de gestion
  ● Organisation d’un pôle contrôle de gestion et développement de la polyvalence
  ● Suivi de la performance industrielle, des coûts projets et marketing
  ● Pilotage du budget et du reporting mensuel
  ● Optimisation des flux administratifs et financiers
  ● Key-User SAP CO, référent pour les déploiements filiales
  ● Etudes ad hoc à la demande du CODIR (ex : business plan montre connectée)
  

• Valeo - Contrôleur financier

  Paris 2011 - 2013 ● Déploiement des standards financiers Valeo : clôture, reporting, coût de revient, indicateurs (5 Axes, Indice Achats) suite à l’acquisition de l’équipementier Niles par Valeo en Juin 2011
  ● Formation de l’équipe comptable et recrutement d’une équipe de contrôleurs de gestion
  ● Etablissement du reporting mensuel et explication des écarts
  ● Mise en place d’un suivi des variances industrielles (matière, main d’œuvre)
  ● Définition de plans d’actions « back-on-track » pour un retour rapide à la profitabilité

• Valeo - Cost Controller

  Paris 2008 - 2011 .Controlling:
  -Deployment and follow up of industrial variances (scrap, return to supplier, trials), Raw Material reconciliation (FG declaration/bashflush, subcontractor flows), Cycle count & full stock take monitoring.
  -Supervision of RFQ (production cost)
  -Maintenance of Standard Cost
  
  .Monthly Closing & Reporting:
  -In charge of P&L Actual, Forecasts
  -Validation of KPI (DLI, Gross Margin per Product, Non-quality costs, Selling Price index, TPT…)
  
  .Investments & General Expenditures Control:
  -Follow up of IAR (insourcing clutches in Thailand to double the capacity by 2010)
  -Budget control on all expenses & purchase request validation
  
  .Budget:
  -Elaboration of Sales / Production / P&L Budget with support of Plant contributors.

• Valeo - Industrial Cost Controller

  Paris 2007 - 2008 Sales = 150M$
  
  .Finance
  -Elaboration of performance-measuring tools (for the Aftermarket Business Unit)
  -Responsible for Aftermarket budgeting and forecasting (Sales, Inventory, Depreciation)
  -Reporting of Sales, Margin analysis, Labor, Past due and Capital expenditures
  
  .Leader of the facility relocation (120,000 sq. feet, 50 people): coordination with external actors & configuration of the new layout based on physical flows optimization
  
  .Operation
  -Quality: creation of a return of material process
  -Inventory: pilot in convergence of Logistics processes towards LSF standards

• Capgemini - Supply Chain Trainee

  SURESNES 2006 - 2006 . Air France
  
  Stakes: development of a logistic model in order to optimize flows (passengers, luggage, plane capacity)
  
  Result: dashboard with levers and resulting costs / impacts on performance indicators

• Faurecia - Internal Auditor Trainee

  2005 - 2006 . Material flows audit (single site, assignments in Tunisia & Turkey): review inventory, quality, production & maintenance management & recommend corrective actions according to Group best practices.
  
  . Limited scope audit (multi-sites)
  -Quality: ensure the correct computation of Performance indicators
  -HR: investigate Labor cost increase in East-European countries
  -Accounting: control end-of-year carry-over

• THOMSON - Internship in the « Tax, Customs and Legal Entities » department

  Courbevoie 2004 - 2004 .Tax:
  -Restatement of entities income to support BMC (Consolidated Worldwide Profit) calculation
  -Retained earnings evaluation on dividend payment

Formations

• ESSEC Formation Continue (6 semaines)

  Cergy Pontoise 2003 - 2007 Finance
  
  Finance & Contrôle de Gestion

Réseau

• Anne SÉCHAUD

• Damien PARENTEAU

• Géraud MARCENAT

• Jean-Pierre DUVERGÉ *

• Laurine BERGENHENEGOUWEN

• Louis-Antoine GRASSET

• Marjorie CHATARD

• Phileas CONSEIL

• Pomart JESSIE