Working closely with the Carrefour Group's Chief Financial Officer (81 Mds€ revenues), I ensure that Carrefour's P&L and free cash flow commitments to the market are kept under control by leading and challenging the subsidiaries' operational and financial departments, identifying risks and opportunities, and monitoring performance improvement actions. I contribute to the preparation of financial communications.PRESERVE THE GROUP'S RESULTS IN AN INFLATIONISTIC CONTEXT: working closely with the countries and purchasing departments, I help to identify the challenges facing financial aggregates, participate in the review of response strategies and overhaul monitoring tools, enabling us to announce financial results in line with expectations, with an operating margin of 2.2%, an improvement of +7bps, and sales of 81 billion euros, with LFL growth of 8.5%.STRENGTHEN FREE CASH FLOW GENERATION: I am developing a new governance structure and new analyses to provide an objective understanding of the drivers of free cash flow generation, in collaboration with the Group Treasury Department.MODELING THE CARREFOUR 2026 STRATEGIC PLAN: I am in charge of the financial modeling of the Group's multi-year plan. I define the architecture of the financial model, challenge all contributing departments, arbitrate with the Group CFO and provide comfort on the announcements made, which have been positively received by the market.RESHAPING THE GROUP'S MANAGEMENT MODEL: in order to fully meet the challenges of measuring the performance of new business models such as franchising, retail e-commerce, customer data enhancement, etc., I am leading the complete overhaul of the Group's reporting model as part of the transition to SAP.ENERGIZE THE GROUP'S FINANCE TALENT NURSERY: to prepare for the future, I recruit and nurture within my department the Group's finance talent destined for management positions. I coordinate the line-up of subsidiary management control directors.

Through my ability to act as a finance business partner, I contribute to the financial performance (P&L and cash flow) of the FMCG, fresh produce and non-food sectors.As a member of the ExCom of the French Merchandise Division (sales of 42 billion euros), I am the financial business partner of the French Merchandise Executive Director, in charge of central purchasing and the definition of commercial policies.MONITORING THE 2018-2022 STRATEGIC PLAN: I support operational implementation by providing a financial perspective that enables us to measure, anticipate and fine-tune our commercial policies and models against a backdrop of structural changes such as the EGA law reducing promotion, the plan to reduce hypermarkets and non-food outlets, cut assortments and develop private label. This steering aid enabled us to achieve our objectives.CLARIFYING AND OBJECTIVE-BASED OPERATIONAL DECISION MAKING: to improve sales performance by optimizing pricing and promotional policies, I overhauled the modeling methods used to make forecasts more reliable.REBUILDING A TEAM: I'm rebuilding a 16-strong team, helping to enhance its skills.

As a member of the ExCom of a 55-store hypermarket and e-commerce drive profit center, I am the financial business partner of the Operations Director. I support him in all his operational choices, and make proposals to improve financial performance.E-COMMERCE ACCELERATION: to support hypermarket managers in the development of e-commerce, I shed new light on the performance levers of store-based drives. The resulting strategy delivers twice the performance of other hypermarkets.FROM A CULTURE OF ALERT TO A CULTURE OF ANTICIPATION: I'm moving from a financial culture focused on warnings, to one of genuine performance management, anticipating and supporting the business challenges of operational staff, and focusing on the priority levers of value creation.

To facilitate decision-making, I am reworking the analyses for the Comex Hypermarkets France (20 billion in sales).

I am developing my financial expertise in buy-side and sell-side due diligence for corporate and private equity clients (LBO) in EY's Transaction Services department.TENS OF ASSIGNEMENTS: (i) vendor due diligence of business units of listed groups in the telco, retail, consumer goods (FMCG); (ii) buy-side diligence in consumer goods, heavy industry, mobility, manufacturing, energy, new technologies (iii) restructuring assignments in automotive.DEVELOPED EXPERTISE: analysis of business models and key success factors, normative profitability analysis, cash flow analysis, valuation, relationship management with clients, targets, potential acquirers, other advisors in an international context

I joined the industry department and carried out numerous external financial audit assignments for listed groups and medium size companies. I also work on consulting assignments.SECTORS OF INTERVENTION: industry, nuclear, construction, luxury, spirits, consumer goods (FMCG), environment (utilities), media & communicationEXPERTISE: IFRS and US GAAP, consolidation, long term contracting, internal control, LBO financing, concession