Céline Leischner Email & Phone Number

Düsseldorf , Allemagne

Shared Service Center (SSC) for the Brands Dior (100M€) Guerlain (15M€ turnover), Givenchy & Kenzo (15 M€ turnover). Temporary replacements for Benefit, Acqua di Parma, Loewe as well as for SSC budget (4M€ volume of expenses).- Monthly reporting, quarterly closing incl. balance sheet, yearly closing with the auditors,- Participation in sale of the site building (ca 2600 sqm),- Salary follow up and setup of the pension accruals, - Capex investment requests preparation to develop new market entries.Main achievements:- Profit delivered as planned during 5 years- On-boarding of Guerlain’s new Brand manager with participation to strategic development

Düsseldorf

Shared Service Center (SSC) for the Brands: Louis Vuitton (retail activity with 14 Stores, 100M€ turnover per year), Christian Dior (retail activity with 7 Stores, 8M€ turnover per year), Céline (retail & wholesales activities, 3 M€ turnover per year) and Loewe (wholesales activity, 3 M€ turnover per year).- Monthly Reporting for internal analyse and for parent companies,- Quarterly closing and yearly closing in collaboration with the auditors, - Follow up of Stores activity and analysis actual vs budget and vs revised budget,- Realization of Budget and Strategic plan,- Local follow up of group internal process,- Cooperation to the Tax Audit of Dior Germany.- Organisation of Store closing Céline in Berlin and Dior in Stuttgart and in Berlin,Main achievements- Elaboration of a reporting tool for daily, weekly and monthly sales for Louis Vuitton- Organisation of Store Opening Dior in Stuttgart, Berlin, Munich and Ecommerce

Paris

Watch & Jewelry Division: Brand TAG Heuer, Christian Dior, Zenith, Chaumet, Fred, Omas, Fendi, les Ateliers Horlogers and Holding. Turnover of the division 496 M€ with an 18% organic growth per year.Financial Controller Holding- Follow up of the activity and automation of the process: follow up of turnovers, profit & loss and cash flow per brands et per country. Quarterly closing and yearly closing (French Gaap and IFRS), adjustments consolidation - management, monthly presentation of the turnover for executive comity, update of internal process,- Budget forecast: budgets, revised budget, strategic plan with branch consolidation,- Follow up of investment: follow up of investment budget and investment request,- Functional administration of the reporting system of the branch (Hyperion): management of basis structures (chart of account, flow charts, etc.), data back up during reporting period, answers to user’s queries, training of subsidiary and sectors users, - Selective studies and presentations (productivity, margin, results on the asiatic market, ...),- Diffusion of a branch chart of account to subsidiaries and sectors.

Munich

Restructuration of the subsidiary following the merger of Dior, Ebel and Zenith:- Optimization of process for budget and revised budget: information harvesting in all departments (sales, marketing, etc.), development of scenarii (best case, best estimated) and finalization of budget with CFO and brand managers,- Settlement of tools and indicators for follow up actual vs budget, margin analysis, back-office costs and operational costs,- Update of finance information system - SAP and Hyperion: development in SAP FI/CO module to adapt to the need of Hyperion group report. Monthly reports for 3 Brands (Zenith, Dior, Ebel), SSC and consolidated legal structure,- Participation to team reorganization,- Reform in employment contracts and freelancer contracts,- Emission of internal procedures, - Collect of outstanding debt,- Change in logistics suppliers, - Supply project and savings plans, Transfer of Ebel and merger of Munich legal entity with Tag Heuer Central Europe:- Balance sheet split of the legal entity (Carved Out pack) and preparation of the « hive down » of Ebel with consultants and the buyer, creation of a new legal entity, split of the accounting system, of bank account and move of Ebel,- Merger of Munich entity with TAG Heuer in Frankfurt: merger of two accounting system, dismissal of Munich teams, recruiting of new teams in Frankfurt, organisation of transfer and move of stocks and offices.

Munich

Strategic consulting and IT-services in e-procurement in Internet, founded from four former Mc Kinsey consultants. - Coaching and training of suppliers and buyer in the scope of organisation and realisation of bidding events (reverse auctions) for groups such as Siemens, Deutsche Post, Audi, Volkswagen,- Creation of the retail department, client acquisition, client consulting and support (Groupe Metro),Main achievements- Support the international CEO to settle the French subsidiary. - Conception and development of a web-based controlling software dedicated to management of expenses and time for accounting at Mc Kinsey Central Europe,

Diplôme De L'Ecole Supérieure De Commerce De Bordeaux, General Management, In The Top 10% Of The Year 2000

Classe Préparatoire Hec