Co-Management of the 3 subsidiaries reporting directly to Group COO. 400 employees, 45 stores, 1600 wholesale doors and corners. Management of the full scope of back office functions (40 people in Finance, Legal, Purchasing, Human resources, Facility, Retail operations, IT)- Department stores’ business model switchManagement of the switch from wholesale to concession & consignment models for Galeries Lafayette in France. Due diligence, take over and integration of the company operating the Armani corners at De Bijenkorf in the Netherlands. Negotiation for closing the exit deals and for the new distribution agreements. Adapting and reinforcing the back office functions. Design of the new logistic and financial flows- Retail performance optimizationStore network monitoring (openings, closings, relocations). Market intelligence and identifications of opportunities with brokers, relationship with landlords, lawyers.Leveraging optimization levers on the cost structure: lease negotiation, franchisee buy-back, purchasing vs renting stores, re-sizing of store.Leveraging retail performance hand in hand with the commercial team- Crisis management (Covid & “gilets jaunes”)Decision making on all matters during these difficult times: maintain governance; ensure people and asset protection; activate saving plans; preserve the rebound capacity; find agreements with partners like landlords and suppliers; maintain a 360° communication with Group HQ, local executive committee and social partners; activate state subsides.

Chief Financial Officer for the 3 subsidiaries (FP&A, accounting, tax, legal). 10 people. Report to local COO.- Re-concentrating and optimizing commercial organizationConcentration of the showroom activities in only one site in FranceDownsizing the commercial team through development of cross brands selling skills and soft monitoring of heads reductionClosing of non-profitable wholesale and retail doors.Placing financial performance at the heart of any key business decision- Finance step-upCentralization and team reorganization; best practices implementation; creation of a purchasing department

Report to Group CFO. Monitoring of global FP&A. Management of 4 controllers.- Complete redesign of the p&l consolidation tool- Improvement of cash forecast’ reliability (notably on working capital and capital expenditures)

Monitoring of the global financial performance of Louis Vuitton in collaboration with the 2 other management control managers. In this matrix organization, I was also undertaking the roles of Financial Manager for the Watch & Jewelry Division and of HQ coordinator for the Japan & Latin America regions.- Global growth monitoring (2010 – 2011)Monitoring of the full set of performance levers, in full coordination with the Management team at corporate, divisional and regional levels, in order to deliver a profitability in line with the shareholder’s expectations. Notably monitoring of the various mix effects (regions, divisions, currency, nationalities), the store network’s productivity, and all performance indicators for each business inside Vuitton.- Global decline and transformation monitoring (2012 – 2013)Activating profit protection measures (price increases, contingency plans, project prioritization based on ROI) and boost plans (initiatives on certain clienteles, new products, industrial flexibility)- Supporting the growth for the young Watch & Jewelry divisionSet up of the monitoring tools and kpis for a healthy and sustainable growth. Product launches timetable and their commercial prospective, global price structure, industrial capacity planning.Implementation of guidelines and processes for the business peculiarities (strategic component purchasing, stocks in consignment, exposure to gold and precious metals prices, R&D, After sales service).Take over & financial integration of the 2 new workshops place Vendôme and in Switzerland.- Structuring of the Latin America regionSupporting region management in the set up and adjustments to local backoffice functions and for the closing of the subsidiary in VenezuelaAdapting Group guidelines and processes to take into account local administrative and tax peculiarities (notably transfer pricing policy and supply chain standards)

FP&A and controlling over the entire value chain. Reporting directly to Maison President, member of the executive committee.- Strong growth monitoring (2006 – 2008)Supporting the president in his ambitious growth strategy, both on prices and volumes (study of scenarios, strategic plan presentation to Moët Hennessy executive committee, monitoring of initiative and project release to phase operating expenses and investments with business growth)Enhancing the planification tools and process for a better coordination and alignment of wine release and production to the business needs and the profitability; which resulted in a strong improvement of profit and cash generationImproving the supply chain performance thanks to the implementation of a service rating by market and a steering committee- Strong decline monitoring (2009 – 2010)

Audits on processes and operations at a global level, in all divisions and businesses of the Group- Wines & Spirits: post acquisition audit for Glenmorangie ; grape supply, oenology, wine making, production of Veuve Clicquot ; distribution subsidiaries of Moët Hennessy for the following markets: US, Brazil, Japan, UK, Italy, Germany- Fashion & Leather goods: full audit HQ and industrial sites for Fendi in Italy at the time of the strong re-launching phase- Perfumes & cosmetics : Dior R&D center in Orléans; Sephora supply chain in France and in the US; Sephora store network in Poland

Financial audits in French, American, International, Italian GAAPS. Local accounts and consolidated financial statements. 3 years in France with clients being large industrial groups (EDF, Elf Atochem, Saipem, Sanofi, ABB, TRW) and 2 years in Italy on a larger portfolio of activities (Carbone Lorraine, Dalkia, LaCie, Tag Heuer, Morellato, Maxxium, Club Med).