Plastic Omnium Auto Exterieur
- Directeur Financier
2010 - 2012
Areva T&D
- Directeur Financier
2007 - 2010In charge of Finance (P&L, Cash, ROCE, Internal control, Finance network) of a 400M€ turnover Product Line. Perimeter of 7 Manufacturing units (1 in Poland, Turkey, Brazil, Indonesia and France and 2 in India) with 3 greenfields and 1 JV acquisition in China in 2008.
Valeo Engine Cooling Reims
- Financial Director
2007 - 2007Executive team member and Board Member accountable for strategic planning, financial management and information technology. Manage 20 people. Present budget, monthly closing and forecasts for P&L and activity analysis (170ME sales in 2007, 800 headcounts) to Branch and Group HQ management. Responsible for security of assets and IFRS implementation. Cosignatory for all purchases and investments.
Paris2004 - 2007Executive team member and Board Member accountable for strategic planning, financial management and information technology. Manage 18 people. Present budget, monthly closing and forecasts for P&L and activity analysis (68ME sales in 2005, 600 headcounts) to Branch and Group HQ management. Responsible for security of assets and IFRS implementation. Optimize operating cash and prepare Group funds requirements. Cosignatory for all purchases and investments.
Key Accomplishments :
Co-pilot Division results and achievements, from loss-making in S2 2004 to breakeven in S2 2005
Reorganize and develop 1st line mid managers competencies and responsibilities
Perform and present business plan 2005 – 2010, growth from 68ME in ’05 to 175ME by ‘08
Implement internal control procedures according to “Loi de Sécurité Financière”
Manage the implementation of a Disaster Recovery Plan for IT systems and SAP FI/CO
Valeo
- Plant Controller – North America Wipers Division, Rochester, NY
Paris2002 - 2004Managed cost control team (4 people). Performed budget, monthly closing and forecasts for P&L and activity analysis ($320 million sales in 2003, 900 headcount). Highlighted low margin business and possible cost savings. Managed inventory both in quantity (cycle count) and valuation (standard costs). Provided analyses for capital improvement projects and equipment acquisitions. Built 5 year reorganization plan (downsizing from 410M$ to 250M$ turnover). Controlled overheads and MRO expenses.
Key Accomplishments :
Successfully reduced inventory adjustments by 50% between 2002 and 2003
Streamlined information production by establishing procedures - closing deadlines reduced by one day
Enhanced competencies of a completely renewed team
Performed specific business plan to exit Chapter 11
Valeo
- Project Controller – Valeo Electrical Systems Inc, Detroit, MI and Rochester, NY
Paris2000 - 2002Performed budget, closing, forecasts and variance analysis for the division headquarters and technical center (90 people, $22 million yearly costs). Calculated capital expenditure payback and IRR ($ 15 million +). Provided new product quotations and cost structure follow up, team worked with program managers.
Key Accomplishments :
Managed restructuring and social cost provisions ($25 million)
Improved annual planning process, collected necessary financial data via internal budgeting process
Successfully implemented target margin follow up for all pre-production programs (20 projects)
