Philippe DANGRE

En résumé

Entreprises

• Alcopa - Head of Internal Audit

  2013 - 2016 Define and improve the processes in a € 1.5 bn holding made of large number of small and medium size subsidiaries

• Brussels Airport - Head of Internal Audit

  2012 - 2013 Assessment of the internal controls in the contractual and/or operational relatonships with airlines, ground handlers, retailers on the airport site.
  Review of the Activity Based Costing (ABC) model supporting the regulated airport taxes.

• KPN Group Belgium - Head of Internal Audit

  2002 - 2011 • Establish the internal audit department from scratch: within a few weeks a 3 year rolling audit plan was approved by Management and a tender completed for the execution of the audits of the current year.
  • Define and organize the execution of the audit plan. Supervise the audit work. Consistent delivery of planned audits and measurable improvement of the control environment around the SAP system.
  • Lead the implementation of Sarbanes-Oxley (SOx) and of Enterprise Risk Management (ERM). Succeeded in being the first out of the 32 reporting units of the KPN Group to achieve SOx testing and the only one to meet the initial deadlines.
  • Manage the requirements of the mother company with the capabilities of the operating units using a mix of diplomacy, common sense and creativity.
  

• KPMG - Senior Manager - Consulting

  Courbevoie 2000 - 2001 • Developed the business case and established the contacts with vendors for a card, loyalty program for a major financial institution (4 Mio customers).
  • Analysed the strategic options of card business for its shareholders, a large bank and a world card scheme. As a result the shareholders decided to adjust their participation.
  • Defined the specifications and organize the vendor selection for a new Enterprise Resources Planning (ERP) system (2 Mio EUR project) to replace SAP. This work was completed in 7 months and led to a signed contract with the selected vendor.
  • Lead workshops with client units to specify the prerequisites for the implementation of cross-border Shared Services Centers. In a few cross-border workshops the clients units came to a consensus of priorities and a plan of actions.
  

• Citibank - Audit Manager, International Project Manager

  New York 1995 - 2000 International Project manager
  • Organized and led the migration of the Diners Club UK and Diners Club Benelux/France operations (call centre, back-office, collection) from the UK and Belgium to Dublin (18 month project, 10 Mio USD project costs, 290 FTEs to hire, 350 FTEs to terminate), including recruitment, training, set-up of premises for call & service centre, ICT systems and processes. All operations were transferred within time and budget.
  
  EMEA Corporate audit manager
  • Organized and participated in audit and project risk reviews in the Corporate Bank, Emerging Markets, Private Banking, Consumer Bank within the region of Western Europe, Middle East, Africa, India.
  • Contributed to build the credibility of audit especially in the IT topics of continuity of business, information security, cards business, project management (Real Time Gross Settlement project -RTGS).
  • Took responsibility for the planning of our 15 audit staff with an own developed tool, resulting in immediate view of every auditor’s scheduling for the year and flexibility to adapt.
  • Created the tools to monitor the Key Performance Indicators (KPI) of the audited businesses, allowing more objective ground to decide on audit planning.
  

• Shell - Project Manager, Sales Manager, Auditor

  Paris 1987 - 1995 Internal auditor
  • Restart the department. Create within 2 months new planning and filing systems for the audit team leading to more efficiency in the preparation of audits and in the continuity of the service.
  • Conducted audits of supply, chemicals and lubricants manufacturing, distribution, sales, finance departments of Shell in Belgium, Luxembourg, Morocco, Guinee. Management recognized our work as a significant improvement both in the number and the quality of the audits.
  Sales manager for retail
  • Lead a team of 5 salesmen, 2 administrative assistants, 1 real estate coordinator for of 270 petrol stations (280 Mio USD turnover), including recruitment of dealers, search and contracting of new sites, real estate investments, marketing campaigns, collection of receivables. Managed to stabilize the turnover and increase the profit in the context of a decreasing market.
  • Achieved the target number of remaining petrol stations after rationalization, after revisiting some 200 contracts.
  • Developed new tools to allow a more effective monitoring of the vendors.
  Project manager
  • Developed the specifications for a centralized automated management of the petrol stations. Negotiated with potential vendors in the context of an Shell International project. Organized the testing of the provided software. As a result a number of significant shortcomings were identified and demonstrated in the first weeks of tests.
  

• IBM - Marketing Engineer

  Bois-Colombes 1984 - 1987 • Supported the direct sales process to corporations in Belgium & Luxembourg of telephone switches, telecommunications hardware/software. Organized and provided training to customers. Achieved the highest number of installations on a yearly basis.
  

• ITT Bell telephone - Systems Engineer

  1982 - 1984 • Developed operating system and telecommunications software for customers in Germany and the United Kingdom. Bring key technical problems towards the solution necessary for customer acceptance

Formations

Pas de formation renseignée

Réseau

• Serge DE BOCK, PMP