Association of 40 senior interim managers dealing with transformation, change, crisis, turnaround assignments.

PROMOTRANS - Professional training in transport and logistics - Turnover 70M € - 850 employees - Transition CFO - 02 to 07/2021:Context:Replacement of the outgoing CFO pending the recruitment of the new CDI with transition to launch the transformations to be implementedDecline in activity (- 20% of turnover) following the Covid health situationNeed to transform the methods and tools of the Administrative and Financial back office to strengthen its added value in the service… Show more PROMOTRANS - Professional training in transport and logistics - Turnover 70M € - 850 employees - Transition CFO - 02 to 07/2021:Context:Replacement of the outgoing CFO pending the recruitment of the new CDI with transition to launch the transformations to be implementedDecline in activity (- 20% of turnover) following the Covid health situationNeed to transform the methods and tools of the Administrative and Financial back office to strengthen its added value in the service of operations and managementStrong need to make the production of figures and the processing of purchasing / sales flows of a multi-site organization more agile for a more serene development of operationsAchievements:DAF run ensured without major difficulties in full closure of the accountsIdentification of areas for improvement to be carried out and support for change in the back office to develop its performance in the service of operationsLaunch of a project to transform the purchasing / sales cycle to be dematerialized in order to rationalize, secure and make the processing of flows more reliable and improve the production of turnoverSecuring the relationship with banking partners by making figures more reliable, improving the balance sheet structure (free revaluation of assets, disposals of non-strategic assets, accretive acquisition study, etc.)Operational and functional integration of 2 recently acquired acquisitions and study / acquisition of another to complete the geographical coverage of the group's offer Show less

- Context of Governance crisis with shareholding change and step down of the former managers with the urgence to stabilize/remotivate the employees and restaure the profitability,- Digital transformation to optimize the back office, the operations and the users experience,- Legal transformation to align the operations to the new rules of the sector,- Strong cost cutting plan to restaure profitability

- Managing the disinvestment of the brands portfolio in the context of the group's restructuration and future liquidation,- Context of reorganization of the debt, heavy social plan and dismantling of the group by the transfer of its activities.- In charge of selling the group's assets: Andre, Naf Naf, Kookaï, Pataugas, Chevignon, Besson.

- Textile collection & recycling, French subsidiary of the world’s leader (SOEX Germany) in the textile recycling industry,- Context of change of shareholder (transfer from the Suez group to the SOEX Group ), of a history of heavy losses and serious attack of the economic situation of the sector (collapse of the world rate of 70%),First Phase:- Resumption of the activities after 18 months of absence of accounting, exhaustive inventory of the losses/dysfunctions centers and… Show more - Textile collection & recycling, French subsidiary of the world’s leader (SOEX Germany) in the textile recycling industry,- Context of change of shareholder (transfer from the Suez group to the SOEX Group ), of a history of heavy losses and serious attack of the economic situation of the sector (collapse of the world rate of 70%),First Phase:- Resumption of the activities after 18 months of absence of accounting, exhaustive inventory of the losses/dysfunctions centers and development of various scenarios of reorganization on behalf of the new German shareholder,- Reconstruction and mobilization of the teams after the departure of the DG and the executive team,- Implementation of a drastic cost reduction plan allowing for operations to continue,- Implementation of a new strategy: product offer evolution, commercial and logistics reorganization,- Renegotiations or stopping of the non-profitable activities,- Implementation of a new business model according to the Enterprise’s Social and Solidarity requisites (ESS),Second Phase:- Implementation of the shareholders’ decision to stop and liquidate the activity while preserving the market image of the company. Show less

- Overseeing the development of an international B2B sales network of French and Italian fashion and accessories brands,- Constitution of an international network of over 50 websites partners in Europe, Asia North America, and the Gulf Region,- Sourcing of qualitative brand names (France, Italy mainly) to distribute internationally via market place platforms,- Formalization of process and recruitment of an international commercial team, traders and experts in digital/marketing… Show more - Overseeing the development of an international B2B sales network of French and Italian fashion and accessories brands,- Constitution of an international network of over 50 websites partners in Europe, Asia North America, and the Gulf Region,- Sourcing of qualitative brand names (France, Italy mainly) to distribute internationally via market place platforms,- Formalization of process and recruitment of an international commercial team, traders and experts in digital/marketing production and logistic/Financial coordination,- Creation and development of a brand of bags and leather accessories (VALANCE) in complement of the activity of intermediation,- Implementation of a development plan, fund raising and partnership to support the growth of the company. Show less

- In charge of developing a coherent pole after the realization of five acquisitions in the universe of project management of work space renovation for major accounts,- Coordination of the necessary different expertises to finalize within three months the purchase of five distribution companies whom were former STEELCASE distributors,- Management (under all its aspect) of the consolidation of 6 sites which were transferred to one site,- Implementation of the integration process… Show more - In charge of developing a coherent pole after the realization of five acquisitions in the universe of project management of work space renovation for major accounts,- Coordination of the necessary different expertises to finalize within three months the purchase of five distribution companies whom were former STEELCASE distributors,- Management (under all its aspect) of the consolidation of 6 sites which were transferred to one site,- Implementation of the integration process according to Group Standards (Reporting, ERP Information System),- Implementation of the operational integration process : Profitability analysis of the integrated activities and cease of the loss profit,- Transformation of the Business Model by integrating new client services in the offer,- Implementation of the new commercial and logistics organization and cost reduction plan,- Having allowed to restore a pole of activities advantageous and perennial to take again market shares on a very competing market and in change Show less

- Structuring a new strategic consulting offer to FBG by activating a network of prescribers (auditors, lawyers, bankers…),- Counseling missions for shareholder families with external growth and family management issues,- Accompaniment and implementation of charters of family shareholding allowing to optimize the governance of family businesses,- Accompaniment on problems of transfer of power inter generational.

- Company in financial crisis accentuated by the departure of the General Director and Commercial Director,- In charge of setting up a recovery plan and seek industrial and financial partners,- Stabilization of the teams during one time kicked up a rumpus because of the departure of key people,- Commercial redeployment including: Clientele/products turnover and margin analysis and identification of cost-profitability in strong sectors and cost-loss in weak sectors,-… Show more - Company in financial crisis accentuated by the departure of the General Director and Commercial Director,- In charge of setting up a recovery plan and seek industrial and financial partners,- Stabilization of the teams during one time kicked up a rumpus because of the departure of key people,- Commercial redeployment including: Clientele/products turnover and margin analysis and identification of cost-profitability in strong sectors and cost-loss in weak sectors,- Rationalization et recentralization towards profitable activities in terms of products/markets/orders,- Reallocation of the marketing and commercial resources,- Post merger integration on functional and operational aspects,- Lowering of the financial breakeven point and restoration of financial equilibrium,- Negotiations with industrial and financial partners within the framework of the turnaround. Show less

- Company purchase in 2005, development and resale in 2010,- Products and client diversification from large distribution channels to local collective channels, hospitals and industrial sites with products adapting to the specificities and constraints of each market,- Doubling of the Turnover and the Margin in 2 years and stabilization in 2008 within a financial crisis,- Lowering purchase cost through Asian sourcing of some products to reduce the cost of sales,- Elaboration of… Show more - Company purchase in 2005, development and resale in 2010,- Products and client diversification from large distribution channels to local collective channels, hospitals and industrial sites with products adapting to the specificities and constraints of each market,- Doubling of the Turnover and the Margin in 2 years and stabilization in 2008 within a financial crisis,- Lowering purchase cost through Asian sourcing of some products to reduce the cost of sales,- Elaboration of the reselling project and accompaniment of the new owner in the transition phase. Show less

- In charge of the External growth (France and International),- Constitution of a 12 persons management team dedicated to the acquisitions and the management aspects of post merge acquisition/integration; The overall acquisition process of sourcing opportunities and closing. Operational integration, (identification, selection, coordination of necessary experts in the acquisition plan and operational and functional integration of acquired companies),Over 150 successful operations… Show more - In charge of the External growth (France and International),- Constitution of a 12 persons management team dedicated to the acquisitions and the management aspects of post merge acquisition/integration; The overall acquisition process of sourcing opportunities and closing. Operational integration, (identification, selection, coordination of necessary experts in the acquisition plan and operational and functional integration of acquired companies),Over 150 successful operations which enabled: - Employee growth from 1500 to 18 000 consultants- Geographical diversification from 3 to 23 countries (Europe, North & South America, Asia)- Evolution in the Group’s professional position from externalization of R&D ‘s competences towards higher added value services with notably the integration of counseling and management activities- Acquisition of a multi-sector and international clientele thanks to this double diversification- Development of an expert testimony M&A and management of a team dedicated of 10 peopleable to manage and coordinate the whole of theexpertises necessary in-house and into external onthe sourcing to the operational and functional integration of acquisition in France and international with a capacity to realize more than 25 operations a year,- Following the bursting of bubble Internet, reconversion of the team as actors of the reorganizations and transfers of activities to manage the new priorities (optimization of cash, simplification of the organization and centring on our core businesses…). Show less

- Internal & external reporting as a listed company on the NYSE for a dozen companies in France and US GAAP,- Management of the accounting, cost controlling, IT, legal and HR teams,- Support of the Group’s General Directors of the development projects (external growth, restructuration of changing management),- Installation of a new accounting and IT system allowing notably the optimization of piloting tools adapted to each group’s activities,- Participation in the creation of an… Show more - Internal & external reporting as a listed company on the NYSE for a dozen companies in France and US GAAP,- Management of the accounting, cost controlling, IT, legal and HR teams,- Support of the Group’s General Directors of the development projects (external growth, restructuration of changing management),- Installation of a new accounting and IT system allowing notably the optimization of piloting tools adapted to each group’s activities,- Participation in the creation of an internal Media company and buying center for advertising by uniting a variety of actors in order to constitute a credible alternative in volume and price on the media buying market,- Realization of 2 acquisitions allowing completing the Group offer in the universe of medical and internet communication,- Reorganization and successful transformation of the group in a context of 1st war of the Gulf and 1stLaw fir tree: reduction plan of costs drastic evolution of the economic model to be operated. Show less

- Based in NYC in 1986/1987 and in Paris from 1987 to 1990,- Intervention on a great diversity of sectors (Education, Communication, Banks, Industries), of geography (the USA, Africa, France) and sizes of companies,- Missions of CAC and specific missions.