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Merck Millipore
- Senior Director – Head of Divisional Development
2014 - maintenant
Report to the CEO of Merck Millipore
Direct Management of 60 persons (USA, Europe)
Innovation portfolio:
• Manage the Merck Millipore R&D portfolio,
• Coordinate the Innovation Board for the Division
E-Business:
• Accountable for the development of this Sales channels
• Define a new e-business strategy for the Division
Sales & Marketing solutions:
Responsible to develop and maintain harmonized processes across the Division
• Territory Management and Incentive Compensation: Define global guidance on incentive schemes
• CRM solutions
• Pricing tool
Other Divisional project:
• North America SAP deployment (one of the top 9 priority of Merck Millipore)
• Sponsor for the project (+200 project team members across NA and EU)
• Rebuilt the entire business management team: on boarded 7 persons in 2 months (internal and external depending on talents available within the company)
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Merck Millipore
- Director of controlling - Global Sales & Commercial Merck Millipore
2013 - 2014
Responsible for WW Merck Millipore Sales (2.7 Billlion EUR) and Commercial organization
Direct Management of 19 persons (USA, Europe, Asia)
Following the Merck Millipore realignment, drive the newly created controlling team supporting the 4 Commercial organizations (Sales and marketing organization across all regions).
Complete open positions and ensure knowledge transfer within the team.
Involve the team in the definition of the new regional Go To market strategy.
Improve reporting excellence and quality of insights in planning/forecast with the active support (forecast accuracy of 100.6%)
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Merck Millipore
- Director of Controlling Business Unit Lab Solutions
2012 - 2013
• Direct Management of 12 persons (USA, Germany and France)
• Financial support
- Direct ownership/accountability for the worldwide P&L (Total Sales of: 1,1 B€)
- Interact with all key business stack holders: Sales, Marketing, Operations, R&D to reach financial targets
- Defining the top-line and bottom-line targets by geography/country, and thereby owning and leading the operative planning and budgeting process for the Business Unit
- Support processes to maximize Working capital, free cash flow...
• Business improvement
- Support Long Term strategy plan and aligned goals with Division’s requirements
- Improve R&D Portfolio management across the Business Unit to improve allocations of projects funding
- Support projects to improve Go To Market (Field Force allocations, customer insight).
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Merck KGaA (Division Pharma - Merck Serono)
- Director of Controlling Emerging Markets
2010 - 2012
• Direct Management of 5 persons (Darmstadt, Geneva, Singapore) & drive 40 countries (1,5 B€)
• 6 Years Plan Strategy: Responsible for all financial data, ensure coordination and alignment with other Business Units. Define guidance for following year budget
• Support initiatives within the regions: BRIC strategy, definition of a new business model for Export countries
• Portfolio optimisation: Assess In licensing and M&A deals, Products pruning
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Merck KGaA (former Millipore)
- Finance Controller
2008 - 2010
• Manage 11 headcounts (US and EU) and ensure strong relationship with controllers based in Asia-Pacific & Corp functions
• Deliver the Lab Water Business Unit P&L (300M$ revenue)
• Quarterly and year end Closure activities: ensure financial and SOX controls for the entire business units, provide business insights to internal and external auditors (PwC)
• Focus Senior management on delivering the contribution
• Develop a quarterly Service dashboard in order to monitor the evolution of the gross margin (Europe, North America, Japan, Latin America, China)
• Improve Trade organization efficiency (700 hc): Go to market strategy, refine Incentive schemes and supporting the pricing review
• Drive Innovation across the Bioscience Division (50M$ R&D budget)
• Develop a set of tools to evaluate the value of the portfolio (New products, technology assessment, resources allocation, business development pipeline)
• Implement a time tracking tool for all R&D employees (250 hc in EU and NA)
• Define and animate Divisional Portfolio to provide leadership team with quarterly checkpoint
• Support corporate initiatives
• Working Capital Initiative: participate to the CAPEX payback model, ensure implementation of the product rationalization for Lab Water…
• Hyperion implementation (budget and consolidation tool): participate to the project as Bioscience contact
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Millipore
- Finance Manager
Guyancourt
2007 - 2008
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GlaxoSmithKline - GSK
- Project Manager - SAP (Sales, Distribution, Finance, Reporting)
Marly-le-Roi
2006 - 2007
Manage the project (16 months, 80 people: GSK, consultants) on the following aspects
• Responsible of adequacy between organizational, functional solutions and business constraints
• Define strong change management to ensure stakeholders awareness and alignment
• Project Management (Reporting, Deliverables approval, Budget Management and Return On investments analysis).
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GlaxoSmithKline - GSK
- Manager Centre de Services Partagés Finance
Marly-le-Roi
2003 - 2007
• Month and year end closure activities: Define and ensure financial controls
• Manage relationship with internal customers (4 manufacturing sites & Headquarters), implement SLA
• Manage 25 persons (Procurement - Account Payable & Fixed Assets - Finance Projects team)
• Improve Department efficiency by focusing staff on added value activities
• Communicate to executives and managers on financial performance and operating metrics (KPI’s)
• Define and control SOX procedures (facilitator for the identification of control deficiencies and remediation of the key cycle)
• Support corporate initiatives (internal controls, segregation of duties analysis).
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PriceWaterhouseCoopers - PWC
- Consultant Centres de service partagés - Organisation processus finance
1999 - 2003
Process reengineering: Benchmarking of services, market studies, change management
Design and implementation of Shared Services Centres: Business case, migration plan and implementation
Outsourced SSC, transfer of activities: Feasibility study, definition of SLA, risks assessment, setup of the work shadowing…
