Vincent LEFEVRE

En résumé

Entreprises

• ARDAGH - Aerosols Finance Director

  2013 - maintenant (Aerosols Sector - Metal Division = 8 plants – 1 200 headcount - 270 M€ turnover)
  
  Main responsabilities :
  - Provide insight and challenge to support decision making in respect of sales and operations within the sector to improve EBITDA and OCF
  - Ensure implementation of standard tools and reporting structure for sound operational financial performance across the sector
  - Timely review, and interrogate monthly management reporting of operational & sales performance within the sector
  - Active involvement in business and Group improvement projects
  - Create awareness and understanding to sector team members and key position holders on financial impact and implications coming from business decisions within the sector

• ARDAGH - South West Controller

  2010 - 2012 (South West Territory - Metal Division = 15 plants – 1 500 headcount - 420 M€ turnover)
  
  Direct management of all controllers (25 FTE)
  
  - Manage budgets, forecasts and value added business analysis (profitability analysis of products, customers …)
  - Improve the accuracy, reliability and timeliness of all reporting in accordance with Group & Division instructions
  - Assure financial appraisal of Capital Investments and Restructurings in line with strong capex procedures and controls
  - Strong focus on reducing inventories and receivables together
  
  - SAP Key user for Module CO
  

• IMPRESS - Specialities Manufacturing Controller - Specialities Division

  2009 - 2010 (Specialities Division = 20 plants in Europe - 3 500 headcount - 450 M€ turnover)
  
  Main achievements :
  - Implement a new tool to follow-up and improve spoilage, line & labour efficiencies in the Division
  . Creation of a new IT application to collect data and support plants
  . Organize the plant training and tool implementation in the plants
  . Create a reporting tool for the management
  . Organize the plant reporting and follow-up of action plans
  - Assure financial appraisal and follow-up of Capital Investments and Restructurings
  - Organize the follow-up of all Cost Reduction programs
  - Controlling Domain leader (and Key User) for SAP implementation

• IMPRESS - Paints & Coatings Business Unit Controller - Specialities Division

  2007 - 2009 (Paints & Coatings Business Unit = 8 plants – 1 000 headcount - 180 M€ turnover)
  
  Functional management of 8 plant controllers (1 per plant)
  
  Main achievements :
  - Manage budgets (implementation of a new budget process), forecasts and value added business analysis (profitability analysis of products, customers …)
  - Improve the accuracy, reliability and timeliness of all reporting in accordance with Group & Division instructions
  - Assure financial appraisal of Capital Investments and Restructurings in line with strong capex procedures and controls
  - Ensure a strong focus on reducing inventories and receivables together with Supply chain department

• IMPRESS - Plant Controller

  2004 - 2007 (3 plants - 650 FTE - 120 M€) - Seafood Division (8 plants in the world - 1 200 FTE - 230 M€ CA)
  Management of an 8 people team( 5 accounting & 3 controlling)
  Main achievement :
  In a gobal context of very obsolete controlling tools and headcount reduction :
  - Implementation of a new budget process based on our ERP
  - Tools creation to have a proper follow-up of main commercial variances (Price, volume & mix analysis), payroll, raw material, rebates, claims, margin by product and customer, capital expenditure
  - Implementation of a new financial forecast tool

• IMPRESS - Assistant Division Controller - Reporting Manager

  2003 - 2004 Division Decorative & Protective Finishes (8 plants in Europe - 1 200 FTE - 200 M€)
  In charge of the division reporting consolidation (network of 8 plant controllers)
  Main achievement:
  - Reporting timing and quality improvement
  - Part of a special team set-up to help a plant implementing their new ERP system : re-design of all financial processes (stocks management, invoicing, receivables & payables ...)

• IMPRESS - Sales Controller

  2001 - 2003 Division Decorative & Protective Finishes (8 plants in Europe - 1 200 FTE - 200 M€)
  Function created to harminze and developp the sales reporting throughout the division.
  Main achievement :
  - Design and implementation of a sales statistical tool (by customer and product)
  - Division product portfolio harmonisation
  - implementation of a new forecasting tool in the division (AZAP)
  - Price increase follow-up tool creation
  - Complexity reduction tool creation (ABC analysis by customer and product at sales and margin level)

• ADONSCREEN - Founder

  2001 - 2002 Internal and external communication software for companies
  
  Founder of this business

• INSEP CONSULTING - Consultant

  1998 - 2001 Boxal France - Alusuisse _ Performance improvement
  - Process reengeneering (in charge of the purchasing processes)
  - Responsible for the cost reduction plan of the project : 10% decrease on spending (Raw materail purchasing excluded)
  - Responsible to build up the financial model used to follow-up the project impacts on the financial results
  
  Delta Diffusion - Vivendi _ Strategy definition and implementation
  Environnement analysis (to define actual strategic positionning)
  Workshops organisation for :
  - Defining the best new strategy for the group
  - organising the implementation (communication, definition of concrete and mesureable objectives, etc ...)

• Fonds France Active - Analyste financier

  1997 - 1998

Formations

• HEC

  Jouy En Josas 2010 - 2012 EMBA - CPA

• Université Paris Dauphine

  Paris 1993 - 1997 Contrôle de Gestion

Réseau

• Amine SOUABNI

• Bénévise FRANÇOISE

• Dominique TOYER

• Eric VIVIEN

• Eric JOLIE

• Guillaume ALAMERCERY

• Jean-Claude LERMANT

• Laure BRANCHUT

• Mustafa YILDIZ

• Stéphane RUDEL