In the fast evolving context of non financial reporting legislations (CSRD), structuration of Group disclosure and organization (Gap analysis, organization and role of Finance, sustainability transition cost and information systems architecture and adaptation)

Financial management of the global Professional Products Division; > 3.0 B€ turnover; business units in more than 60 countries; 12 international brands; 4 different distribution channels (Direct Professional [Hair and Beauty Salons, Spa], Indirect [distributors], Retail [> 550 stores], e-commerce);- Monthly reporting to Group Management; - Analysis of the financial ratios - Coordination of forecast processes and structuration of ways of working- International projects coordination and animation of strategic orientations- Coordination of the geographical zone Controllers network.

In a fast moving world and in the change context of l’Oréal finance (Finance Excellence project, new controlling tool), I was appointed to renew all the training offer dedicated to Finance and controlling. Contributing to the success and developpement of the Finance Worlwide community is a project I have led with passion. The content developed is covering both the essentials of controlling at l’Oréal (SAP for controlling, controlling tool), core business controlling (Sales, promo, Media), an on-boarding Kit for new country CFO (mentoring, coaching, 100 days toolbox and must-know) as well as new Business challenges in controlling (Digital, Retail). Change Management has been a key success factor to onboard our internal speakers, roll out the program worldwide and deliver in an agile way new content on critical Business challenges.Specialities : change management, cross functional project, pedagogy, learning

Successive positions and realizations: • 2011-2012 (8 month) – Commercial controller – CPD FranceNet Sales : 1.2 billion eurosI joined l’Oréal in CPD division as commercial controller for the 3 French CPD Affaires.As Business Partner to National Key account Director, in an always changing French distribution landscape, I challenged all negotiation’s aspects.• 2012-2014 – Division Financial Controller – Garnier ItalyNet sales 0.2 billion eurosI have enriched my l’Oréal experience with an appointment in another important country for the Group facing real challenging commercial difficulties. Member of the Mancom of Garnier, in charge of the financial planning and the delivery of the P&L objectives, we maintained the operating profit in a very challenging economic situation and in a very fragmented distribution landscape. Specialities : Sales controlling, Marketing controlling, P&L full accountability, media controlling

Net Sales : 1.2 billion eurosHeadcounts : 1200 peopleSuccessive positions and realizations: • 2001-2004 : Head of Treasury and AccountingI have started at Ferrero as a treasurer with the objective to set up an accurate mid-term / long term forecast. After this realization, I get the responsibility of accounting and tax as well, in charge of the integrity of statutory accounts (BU + plant)• 2005-2009 Head of reporting and treasury. At that time planning and simulation was under GM responsibilities and not CFO’s one. I was in charge mostly of consolidation of budget, actual and other KPI in parallel with the treasury role. The accounting part was given to a newly created general accounting structure. During this period, we’ve implemented SAP (CO, TR and FI).• 2009-2011 Head of controlling and Financial planningThe financial planning responsibility was given to the country CFO and I was appointed in this role. I was in charge of the financial planning and the delivery of the P&L objectives in a volatile Business environment. A new budgeting tool was implemented at local level (SAP BPC) and then chosen by the Group as corporate tool based on the good result obtained by our French subsidiary. We also re-engineered and simplified the budgeting process to place the controlling role in an advisory business partnering role more than in a data management role (change in the HR budgeting process, in the sales forecast process and in the marketing expenses processes).Specialties : project leadership, process improvement, ERP systems (SAP FI, CO, TR, SAP BPC), change management, commercial controlling, media controlling, pricing strategy, GMS, full P&L accountability, financial planning, treasury, banking negotiation, cash forecast, accounting, IFRS, internal control, BU controlling.