Galileo Global Securities is an investment banking firm specialized in cross-border transactions with an exclusive focus on small and mid-sized private assets. Helping company with their capital raising, mainly B2B SaaS in emerging tech at early growth stage. Other Galileo field of interest are CleanTech and Energy Transition, Aeronautic and Aerospace tech,Insurance & Alternative Asset Management, Life Science.

Facilitating Intellitech's network expansion across the US and Europe, a deep tech leader pioneering Reasoning AI for Predictive Modeling. Its platform, XTRACTIS, is the most powerful transparent predictive AI technology in the market, reconciling Performance and Intelligibility. see https://xtractis.ai/technology/For 20+ years, major industrial companies have leveraged XTRACTIS, driving innovation and success in their operations. As General Purpose AI, XTRACTIS finds utilization in diverse industries like Healthcare (predictive medicine), Pharma (drug optimization/formulation), Industry (predictive maintenance, operational optimization, simulation of material behavior...), Autonomous Vehicles, Defense, Cybersecurity, Bank & Insurance (fraud detection, credit scoring, risk assessment)…Designed as a 'no-code' platform, XTRACTIS expedites the creation of strategic decision-making systems. Our team @ the wave momentum is tasked with developing business opportunities, building collaborative networks and strategic partnerships to boost lead generation.In the era of ubiquitous AI, we also enlighten leads about the importance of transparent models in light of regulations like the European AI Act, WHO's AI for Health Ethics & Governance, and the NAIC's AI Principles... XTRACTIS, producing 100% explainable and intelligible predictive models, is seen as a silver bullet in addressing the concerns of trust and ethics.

The Wave Momentum is a consulting boutique specializing in guiding international ventures to successfully enter and thrive in the U.S. market. Our expertise spans Business Integration, Leadership Transformation, and Go-to-Market Strategy, combining high-level strategic advisory with practical, hands-on execution. We excel in tackling complex challenges such as post-acquisition integrations, organizational redesigns, delivering immediate results while building the foundations for long-term growth. Our approach is rooted in deep client collaboration, ensuring a tailored understanding of each organization’s value proposition, operational intricacies, and strategic ambitions.

Management Consulting mandate for a global operator of public transport network in North America, $650 million revenue, 4800 employees, operating in 6 states and Canada.Appointed by the CEO of North America to lead a comprehensive business transformation project to improve the company’s collective capability, strengthening support functions to better serve the strategic objectives. Transformation achieved by using 2 key drivers:· optimize costs and productivity, sharing know-how and resources to avoid redundancies.· and deeply transform the company culture, designing a new transverse / regional organization, shifting from an ‘independent business units’ type of organization to integrated leadership-Conducted analysis and diagnostic reviews of seven support functions (HR, Finance, Procurement, IS-IT, Payroll, Marketing and communication, Legal) with the contribution of 3 consultants.Issued recommendations in actionable short-term improvement plans, as well as long term visions, designing support function Target organizations, articulating principles, detailed organization charts with main accountabilities.- Structured and initiated the implementation phase, defining and leading project governance and structuring company-wide communication.- Managed change by favoring internal project leadership, empowering senior management to drive the initiative, requesting the contribution of head of support functions to co-engineer the solutions, leveraging the opportunity to initiate cross-Business Units team working.

7 month part time Interim Management and Consulting for SODEXO USA, Sport and Leisure.Jumped into a critical customer contract retention plan, taking over re engineering of financial performance monitoring and monitoring production of operational bi-weekly reports, to reassure Sodexo’s customer on teams’ capability.Customer Portal and BI solution: designed specifications and lead deployment of a mock up version as part of that same contract retention plan. Then wrote the specifications for a ‘core model’ version of the portal / BI solution for the whole air lounge business, identifying internal and external expected benefits and designing standardized approach of data structure, performance monitoring and dashboards.

iownit powers tomorrow’s private markets by providing the end-to-end digital infrastructure to issue, manage, buy and sell digital asset securities. Leveraging permissioned blockchain technology, iowniit is lowering operational costs while enabling an efficient and convenient experience of transacting in private markets.

Appointed by an international public transport operator to integrate its $100m revenue subsidiary, after taking full control. Based in Texas, the subsidiary is managing and operating public transit networks in 20 states.Over a 15 month Management Consulting project - performed diagnostic of support functions: Finance, HR, IT, insurance, - established baselines for costs, organization and IT infrastructure- defined the future integrated Finance organization - built remediation plans and conducted major processes re-engineering -including Purchase to Pay process, Payroll, Accounting System, -lead roll-out of AP automation solution- relocated accounting teams in Texas, implementing Shared Accounting Services, including migration of ERP information system.

PMO long term industrial projects • Industrial Project Performance review: conducted comprehensive operational review of contract, quality, delivery, costs of high technical content industrial projects, leading to formal meeting with attendance of Alstom Senior Executives and action plan. Project value up to $1bn, consisting of train development and manufacturing or signalization system or turnkey project with rail infrastructure.• In project reviews, certified project management compliance, validated project risk level, opportunity register, margin at completion and cash curve• Trained new project managers to Alstom project management processes and project review preparationCFO Urban trains business unit. • 30 long-term projects (rolling stock manufacturing), average value 200m€ in 15 countries, production sites in 5 countries (part of Alstom Rolling Stock entity, 4bn€)• With the Product Line CEO, led the project profitability monitoring: managed financial cycles of the product line, budget, month-end close, reporting to Executive Committee• Validated business model for tender activity and built R&D programs business cases

• Project Manager for Europe, implemented Finance Shared Services, replacing 3 disctinct finance teams of 3 Alstom business sectors by one unique competency center, serving internal customers with enhanced processes and tools.• Within the business model of Target Processes, Customer Interaction Model, took-over the implementation phase for two countries, UK and Germany . • Established country road-map, built business case with estimation of project restructuring costs and progressive headcount reduction• Reviewed existing processes and ways of working to assess readiness for new operating model• In charge of local project team in each country, monitoring progress through detailed action plans, organized regular milestones review with steering committees• Supervised social process and employee communication with country HR. • Coordinated IS enabling tool roll-out, “Purchase to Pay process”, requiring heavy change management among procurement and finance population. • Ensured coordination and consistency with major SAP roll-out project taking place over the same period• Proved my expertise in project and change management, in restructuring context. • Rapidly established legitimacy and drive, though in different organizations and countries

• Financial oversight for 8 manufacturing plants, €300m revenue, in China, India, Finland, Italy, Germany, USA, Mexico, Brazil, in a context of consolidation phase after external growth • Defined with the CEO the plants recovery and restructuring plans. Reduction of product portfolio• Collaborated closely with Industrial Director on working capital reduction plan, achieved up-to -20% inventories, plant load forecast strongly improved• Visited production sites, defined and monitored finance process progress plan for each plant finance controller

• Financial oversight of 7 Product Lines, 35 units world-wide (€1.7bn revenue), R&D center, Headquarter operating costs• Animated the BU Finance team of 15 people of which 7 PL controllers. 4 direct reports• Trained finance team in tracking non quality, improved the closing process efficiency.• Organized team seminar with workshops on process improvements and finance management rules• IS Project database: initiated progress plan, key user network in Finance community.• Long-term project risk review, Balance Sheet risk reviews 35 entities to be shared with external auditors• Controlled HQ management Unit (90 heads, 26m€ costs), detailed review with budget holders• Monitored Purchase Accounting portfolio.

• overseeing 5 plants in Mexico and USA and R&D HQ ($350m revenue), then transferred to Paris (06/07- 09/09), in charge of 9 plants in France, Spain and Turkey (€500m revenue)• Assisted the BU CFOs in monitoring the Business Unit profitability: drove financial processes, month-end reviews, animated Budget and Strategic Plan Process.• Part of project team at Division level in work stream to improve management rules and finance processes. • Member of SAP Business Owner team for the division: designed SAP reports spec to monitor financial impact of customer / supplier price variances. • In the US, drove Sales department into improving invoicing process and IT system accuracy. • Coached 8 controllers, carried-on finance controller workshops, promoted new tools and change, thanks to gained credibility.• Operational continuous improvement: built up ability in challenging plant data; • improved monitoring of direct labor efficiency with Operations Director; • responsible for validating financial impact of technical productivity action plan and give-back to customer; • Responsible for Hourly Rates validation of each plant and benchmark analysis

LPG Business Unit $870m revenue, Head of Controlling 2001 – 2004• Achieved the Group target of accelerating closing returns due date by 3 working days• Took active part of the SAP upgrade, re-engineered the controlling reports system• Supervised 3 staffLPG Business, Senior Cost Controller 1996 - 1998• Completed financial feasibility studies of main capital expenditures (up to $30 M). • Managed, on business side, the implementation of the finance module (FI-CO) of SAP/R3

• Managed auditing of various business processes and subsidiaries. • Shell was a pioneer in Internal Control Matrix assessment and transverse process approach. • Take-away: internal control mindset

• Controlled accounting records of hedging instruments, marking to market foreign exchange positions. • Simulations of hedging strategy for Treasurer decision making. • Accounting reporting of these activities to the Shell central head office in London and to CPA• Monitored balance sheet requirements, borrowing movements.