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Passionate Global CFO, with experience in groups weighing several billions in sales. As a committed citizen of the world, I speak 7 languages and have lived in 12 different countries.Always business focused, I am expert in integrating and transforming environments. I enjoy picking up challenges and finding solutions drawing upon experiences in each of the varied industries I have been exposed to. I believe in optimising team dynamics by sharing, listening, taking ownership, and finding harmony within the company. To ensure this, I believe in simple and concise group communication across the board to ensure effective individual and team action alignment.My international CFO experience has been crafted with a few groups and industry sectors within varied business cycles: Oil&Gas, Banking, Electronic components, Leasing& Logistics, Reinsurance, Desalination Projects and Water treatment, Commercial Vehicles and Passenger Train technologies.My path has comprised:- Margins and P&L improvements- Cash generation improvements- Investor Relations (equity and bonds)- Acquisition & Integrations- Board of Directors process improvements- Transformation of Finance operating model as well as enterprise Business ModelsAmong my most recent highlights:- Improved dynamics between the Finance team and the top200 leaders, thereby achieving significant margin improvement through selective portfolio decisions and cost structure reviews- Improved quarterly cash generation predictability, also thanks to direct customer contact I am also particularly proud of the awards received through yearly NYSE investor surveys, ranking the IR function as a Top3 ranking for 3 years in a row in the highly competitive broad “automotive” sector. I am firmly convinced the contemporary CFO requires a very high Emotional Quotient and an ability to convey a real human element in a highly technical function.Lastly, I am particularly grateful to all the leaders that have supported me in shaping the technical and behavioural competences required to be a great business partner.
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Chief Financial OfficerFarmfront Group Jul 2023 - Present -
Cfo, TransitWabtec Corporation May 2019 - 2022Pittsburgh, Pennsylvania, UsPASSENGER RAIL TECHNOLOGIES Financial turnaround | Integration | Transformation | Cash generation | Performance Improvement | Restructuring | Governance | Executive teams Wabtec Corporation: Global leader in Freight and Passenger Rail equipment, systems, digitalization and services. Wabtec has been an industry leader for over 150 years and its mission is to achieve a zero-emission rail system across the globe. With a staff of 24,000, Wabtec posts revenues around $9B and is listed on NYSE (WAB)❖ ROLE: CFO of the Transit (passengers) SEC segment / ± $3Billion Revenues / ±14 000 employees / 100 operating units worldwide / Senior Leadership Team executive❖ CHALLENGES: - Accelerate profitable growth- Finalise integration- Transform business model❖ MISSION: - Restore business profitability- Improve project forecasting- Integrate 3 separate Groups into 1- Shared Services implementation ❖ RESULTS: - Profitability sustainably restored, through product portfolio review and structural cost optimisation - Predictable positive cash generation restored through process improvement and direct customer contacts- Restored credibility with investors through results beyond expectations- Finance function transformationChief Financial Officer | Rail | Group | International | Strategy | Transformation | Change Management | Performance -
Cfo And Business Advisor (Consulting Arrangement)Fedal S.A. Nov 2018 - May 2019FAMILY OFFICE (Assets Under Management not disclosed, Life Sciences sector)Governance | Financial Analysis | Cost Reviews | Operating rhythms | Investment reviews and approvals | inputs for Board of Directors ❖ ROLE: Temporary role as CFO and Advisor to Fedal CEO on the Life Sciences portfolio ❖ CHALLENGE & MISSION:- Accelerate profitable business growth - Provide new tools and process improvements to the Board of Directors ❖ RESULTS:- New roadmap for the Board of Directors on potential M&A and financing alternatives- Financial strengths and opportunities analysis - Analysis of IFRS 16 on the business- Financial Planning cycles review - Dashboard creation for enhanced decision-making process Chief Financial Officer | Life Sciences | Strategy | Board of Directors | Transformation | Change Management | Governance
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Cfo Truck, Bus & Car DivisionWabco 2017 - 2018Bern, ChAUTOMOTIVE (COMMERCIAL VEHICLES)Governance | Acquisitions | Integration | Margin Improvement | Cash Generation | Productivity Global Tier-1 supplier of technologies, systems, digitalisation and services for commercial vehicles. Wabco posts approx $4 Billion revenues with 16 000 employees across 40 countries. The company was listed on Wall Street (NYSE: WBC) until 2019 when it was taken over by ZF.❖ ROLE: CFO of TB&C Division / ±$3 Billion revenues / 11 000 employees / 40 countries ❖ CHALLENGE:- Accelerate profitable business growth - Complement autonomous steering/driving product and services portfolio - Transform business DNA to improve proactive action to market challenges ❖ MISSION: - Transform operating system governance based on company strategic objectives, for instanceo Outperform Market growth, o Generate Incremental Margins o Predictably convert higher percentage of income into cash - Close 2 acquisition deals and integrate the companies ❖ RESULTS - Closed 2 acquisition deals and integrated them into the existing reporting and operating rhythms- Met Financial results expectations while the company was working with ZF on the strategic options - New operating rhythm governance successfully in place Chief Financial Officer | automotive | Group | International | Strategy | Transformation | Change Management | Performance -
Vice-President Corporate TreasurerWabco 2014 - 2017Bern, ChAUTOMOTIVE (COMMERCIAL VEHICLES)Financing | Treasury | Investors | Bonds | Board of Directors Global Tier-1 supplier of technologies, systems, digitalisation and services for commercial vehicles. Wabco posts approx $4 Billion revenues thanks to 16 000 employees across 40 countries. The company was listed on Wall Street (NYSE: WBC) until 2019 when it was taken over by ZF.❖ ROLE: Vice-President - Corporate Treasurer / ±$4 Billion revenues / 16000 employees / 40 countries ❖ CHALLENGES:- Reduce cost of capital through balance sheet optimisation - Simplify banking relations - Optimise daily cash management - Manage this challenge while also in charge of (equity) Investor Relations ❖ MISSION:- Find bond investors committed to fund new senior notes issuance - Renegotiate revolving Credit Facility with partnering banks - Very close relationship with the Audit Committee of the Board of Directors ❖ RESULTS:- First series of senior debt $500million with 5 – 7 – 10 years maturity on the « US Private Placement » 10X over-subscribed - Second series of senior debt $500million with 5 – 7 – 10 years maturity on the « US Private Placement » 5X over-subscribed- Very effective new cash management provider transition - Renegotiated terms on $400 Million Revolving Credit FacilityTreasury | Group | International | Debt | Bonds | Negotiations
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Vice President, Investor RelationsWabco 2012 - 2017Bern, ChAUTOMOTIVE (COMMERCIAL VEHICLES)Investors | Analysts | Stock Exchange | Board of Directors Global Tier-1 supplier of technologies, systems, digitalisation and services for commercial vehicles. Wabco posts approx $4 Billion revenues thanks to 16 000 employees across 40 countries. The company was listed on Wall Street (NYSE: WBC) until 2019 when it was taken over by ZF. ❖ ROLE: Vice-President Investor Relations / ±$4 Billion revenues / 16 000 employees / 40 countries ❖ CHALLENGES:- Improve investor reputation on Wall Street - Find new long-term investors - Keep good investors by increasing access to corporate management - Constantly aware of market trends and suggest areas of opportunities for the company - Manage this challenge while also holding another role (Corporate Treasurer or VP Internal Audit) ❖ MISSION:- Find new investors based on investment style sweet spot and keep them engaged - Organise first Investor Day ever for the company- Very close cooperation with the Board of Directors ❖ RESULTS:- Increase in Price/Earnings valuation multiple thanks to enhanced business model understanding by the Street- Doubling of sell-side analysts from 9 to 18- Very successful first Investor Day in terms of attendance as well as new investors to the story (15% new funds invested 3 months after the event) - Awards received 3 years in a row through yearly surveys among NYSE investors in the crowded and competitive broad « automotive » spaceInvestors | Analysts | Stock Exchange | Board of Directors | Transparence | Simplification
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Vice President, General AuditorWabco 2012 - 2014Bern, ChAUTOMOTIVE (COMMERCIAL VEHICLES)Internal Audit | Board of Directors | External Auditors | TransformationGlobal Tier-1 supplier of technologies, systems, digitalisation and services for commercial vehicles. Wabco posts approx $4 Billion revenues with 16 000 employees across 40 countries. The company was listed on Wall Street (NYSE: WBC) until 2019 when it was taken over by ZF.❖ ROLE: Vice-President Internal Audit / ±$4 Billion revenues / 16 000 employees / 40 countries ❖ CHALLENGES:- Modernise the function - Support the Audit Committee with internal controls improvement - Manage this challenge while also in charge of Investor Relations - Obtain SEC approval for this combination of roles ❖ MISSION:- Transform the Internal Audit function - Define the key control improvement areas - Maintain funding requirements constant - Very close cooperation with the Chairman of the Audit Committee ❖ RESULTS:- New Enterprise Risks updated - New Revenue Recognition audit procedures - New Warranties audit procedures - New Conflict of Interests audit procedures - New FCPA (Foreign Corrupt Practices Act) audit procedures- Ethics Committee created together with HR and Legal, most notably with a 24-hour acknowledgement commitment Internal Audit | Board of Directors | External Auditors | Transformation
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Vp Global Fp&A DirectorWabco 2008 - 2012Bern, ChAUTOMOTIVE (COMMERCIAL VEHICLES)FP&A | Modelling | Strategic planning | Budget | Restructuring | Cost Control | Investment priorities during crisis Global Tier-1 supplier of technologies, systems, digitalisation and services for commercial vehicles. Wabco posts approx $4 Billion revenues with 16 000 employees across 40 countries. The company was listed on Wall Street (NYSE: WBC) until 2019 when it was taken over by ZF.❖ ROLE: Vice-President Financial Planning & Analysis / ±$4 Billion revenues / 16 000 employees / 40 countries ❖ CHALLENGES:- Create new operating system governance for a newly listed corporation - Ensure daily visibility of key performance indicators during 2009 global crisis ❖ MISSION:- Create FP&A function by nurturing high potential talent in the Finance function - Maximise enterprise flexibility to anticipate impact of the global crisis - Use achieved flexibility to quickly rebound by anticipating economic recovery ❖ RESULTS:- Creation and validation of a forecasting model that became part of the company DNA as well as shared with shareholders to allow them to better estimate company performance based on accessible market data - Fixed costs reductions and partial re-investment into key R&D programmes - Reported results outperformed the market cycle dynamics FP&A | Modelling | Strategic planning | Budget | Restructuring | Cost Control | Investment priorities during crisis
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Commercial Finance Leader EmeaGe Aug 2005 - Jan 2008Boston, Ma, UsCommercial Finance | Margin Improvement | Growth Support | Transformation | Team Creation General Electric (NYSE: GE) is one of the largest conglomerates with activities in a large variety of sectors. Revenues above $180 Billion in 2008 with 323 000 employees worldwide.GE WATER & PROCESS TECHNOLOGIES Water desalinisation projects and water processing solutions ❖ ROLE: Commercial Finance Leader EMEA / ±$700 million revenues / 4 000 employees / 20 countries ❖ CHALLENGES:- Drive profitable business growth - Complement products and services portfolio - Transform Finance team DNA to support company ambition - Company value proposition objective : be ultimately able to produce drinkable water for $1 per litre ❖ MISSION:- Create Commercial Finance function by unlocking high potentials - Set up a partnering finance team to business leaders through enhanced tools and processes to drive profitable growth manage complex contract negotiations - Ensure continuous new contract pipeline visibility - Improve financial and commercial risk management ❖ RESULTS:- Successful creation of a team and new tools&processes to track margins by customer - Achieved 2X regional GDP profitable growth objective - Successful integration of 2 strategic acquisitions (Ionics and Osmonics) to complete a unique sales proposition portfolio - Team growth and staff very engaged in their new functions Commercial Finance | Margin improvement | Profitable growth support | Transformation | Team creation -
Finance Manager Continental Europe P&CGe Dec 2002 - Aug 2005Boston, Ma, UsRegulated market | Transformation | Board of Directors | Restructuring | Return on Equity General Electric (NYSE: GE) is one of the largest conglomerates with activities in a large variety of sectors. Revenues above $180 Billion in 2008 with 323 000 employees worldwide.GE EMPLOYERS REINSURANCE CORPORATION (GE Insurance Solutions): Reinsurance company posting ±$8 Billion Gross Premium, 5th global player in size, before being taken over in 2005 by Swiss Re ❖ ROLE: CFO Continental Europe Property&Casualty / ±$2 Billion Gross Premiums / 2000 employees / 10 countries / ❖ CHALLENGE:- Stated GE strategy to divest a very volatile business - Casualty Portfolio required heavy equity, thus forcing structurally low ROE- Non performing JV ❖ MISSION:- Identification of high risk product lines - Contract terminations and run-off business while setting up adequate reserves - Financial results estimates to avoid any surprise - Non-executive Director in a non-performing JV ❖ RESULTS:- Set up a financial planning module aligned to Standard & Poors rating parameters - Exit decision of non-performing / equity intensive Casualty product lines - Drive underwriting discipline to achieve positive technical ratio- Restructuring of underwriting teams - Safeguarded GE interests in managing potential financial risks coming from the JV Regulated Market | Transformation | Board of Directors | Restructuring | Return on Equity
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Finance ManagerGe 2001 - 2005Boston, Ma, Us
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Global P&C Financial Planning & AnalysisGe Nov 2000 - Dec 2002Boston, Ma, Us
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Financial Planning & AnalysisGe Jul 1998 - Nov 2000Boston, Ma, Us
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Finance IntegrationGe 1997 - 1997Boston, Ma, Us
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Quality & Process Improvement (Six Sigma)Ge Oil & Gas 1996 - 1996Boston, Ma, Us
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LieutenantGuardia Di Finanza 1993 - 1995It
Christian Fife Skills
Christian Fife Education Details
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Ge Financial Management Programme -
Enrico Mattei Business School (Eni Corporate University)Economics & Management
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Luiss Guido Carli University
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Sciences Po StrasbourgEconomics
Frequently Asked Questions about Christian Fife
What company does Christian Fife work for?
Christian Fife works for Farmfront Group
What is Christian Fife's role at the current company?
Christian Fife's current role is Chief Financial Officer (CFO).
What is Christian Fife's email address?
Christian Fife's email address is ch****@****ynet.be
What is Christian Fife's direct phone number?
Christian Fife's direct phone number is +173236*****
What schools did Christian Fife attend?
Christian Fife attended Ge Financial Management Programme, Enrico Mattei Business School (Eni Corporate University), Luiss Guido Carli University, Sciences Po Strasbourg.
What skills is Christian Fife known for?
Christian Fife has skills like Strategic Financial Planning, Finance, Financial Analysis, Corporate Finance, Six Sigma, Financial Audits, Forecasting, Financial Reporting, Leadership, Managerial Finance, Analysis, Mergers And Acquisitions.
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