In charge of P&L performance reporting, consolidation, monitoring and analysis of Pernod Ricard Group for both actual and forecast, ensuring data accuracy and compliance, while providing recommendations to Top Management.Working closely with our distribution network (market companies) and Group Centers of Excellence: Revenue Growth Management, Advertising and Promotion effectiveness, Human Resources.Direct leadership of a diverse (gender, nationality) team of 11 talents and indirect leadership of affiliates's head of FP&A.Main projects led to date:- moving from a budget process to be a beyond budget process and mindset, based on quarterly rolling forecast looking beyond the fiscal year- manage directly most of Pernod Ricard affiliate's following a Group reorganization that delayered regional layers- support and leverage capabilities of the new reporting platform (EPM based on Tagetik) to make the most of it

Director of the Enterprise Performance Management program for the full Pernod Ricard group. This project aims at - moving from a financial focus to a business focus, spending less time looking at the past and much more time looking forward, spending less time at crunching data and much more time at analyzing it to improve our decision making process- enabling new ways of working in operating affiliates and in consolidated clusters , fully embedded in the Group digital transformation, looking for more consistency across all affiliates- aligning operational plans and financial plansIt brings significant changes in the way we operate today, looking for process improvements, supported by a step change in technology.

CFO of North Latam (Caribbean, Mexico, Central America, Colombia, Venezuela, Ecuador, Peru, Bolivia and all tequilas)# Operational financial responsibility for Mexico Market Company and House of Tequila, with direct reporting of Colombia, Central Andes and Caribbean & Central America CFOs. Net Sales of ca. EUR 350m- new financial model implemented accross the region: mutualization of some processes to gain efficiency, best practice sharing, organization streamlined. - creation of the House of Tequila FP&A team: leader of the long-term budget (CAPEX) process in the context of the agave crisis, financial information included in all strategic decisions. working with distributors to improve financials and to accelerate growth. Support to Del Maguey brand.# strong professionalization of domestic finance functions with deeper financial analyses and support brought to all functions- digitalization of the finance function thanks to RPA- Headcount reduction of 10% thanks to better organization and processes# M&A :disposal of the Domecq IP brands, restructuring post disposal- Active screening and discussion with owners of potential acquisition in Mexico# Domestic logistic for Mexico - Change of 3PL with financials saving and increased service level- Improved forecast accuracy, efficiency gains (lowering cost to serve, rationalization of SKUs# Member of the Management Committee: participation on all strategic decisions for the region# Team management- improvement of team skills and deliverables- Organizational changes changes of to better answer business needs- Focusing the team around one vision (Be a convivial business partner, driving value creation), one mission (Provide reliable financial information, optimizing resources and identifying new sources of business, to support sustainable growth, complying with applicable regulations) based on 5 pillars (automate, simplify, mutualize, analyze, comply)

# Responsible for the Americas region of FP&A (1/3 of Group Sales) - monthly reporting for both P&L and cash - Budget leader for the region for both P&L and cash - on going analyses of business results to ensure appropriate delivery of P&L and cash generation - support to affiliates - best practices creation and implementation # Strategic decisions - Elaboration, analyses and conclusions provided to the Executive Committee in order to facilitate decision-making# Regional and Group projects management - cash generation improvement - implementation of FP&A best practices accross the region - strong pillar for Group projects implementation (leader in some projects, facilitator in others)# Team management - streamlining of headcounts with the decrease of 30% of the team with improved results compared to previous periods - maximum automation to increase time for analyses - creation of a regional FP&A expertise hub - management of international profiles - indirect management of all FP&A teams within the region

# Responsible for the follow up of a regional sales area ( 1/3 of Group profit) and of a production unit (1/3 of Group Sales) - Follow up of monthly reporting - Profitability analyses by brand and by market - Définition of budget targets - Strenghtening of forecast and landing looking for risks and opportunities# On going improvement of internal process: automation and reliabiity of analyses - Management and participation of transerval topic: - Group and international GAAP - Benchmark between affiliates - Closing process acceleration# Strong involvement in half year and full year closing, analyses management for external financial communcation

# Statutory consolidation and Financial Planning & Analyses - Implementation of a new montlhy cash and treasury reporting - Support to financial teams following an important acquisition# Business Intelligence - Selection of a Group tool for all employees and initiation of Best Practices sharing - Holding accounting# Project management during the migration of the accounting tool (Sage)# Supply Chain Planning : - Improve sales forecast accuracy: implementation of process supported by new tools - Communication and process improvement between production units and sales units to reduce inventories: spreading of a collaborative tool

# Pernod Ricard – 2 years - Redefinition of financial KPIs and objectives KPIs followed by the implementation in a new reporting tool (web based, still used by Pernod Ricard), users and admistrators training - Participation and assistance in the Allied Domecq acquisition, integration in the Group reporting tool and implementation of new KPIs# Somfy – 18 months - Definition of new financial and operational KPIs followed by the implementation in a Business Performance Management platform # Other customers – Michelin (interface between reporting systems), Nexans (assistance to the FP&A and front office team)

# Altadis (ex Seita) – 2 years - Implementation of a business intelligence and statutory consolidation suite for the Group following the merge with Tabacalera (Spain)- Reporting automation- Users training - Management of security