Nidec Conversion (formerly Ansaldo Sistemi Industriali) is the leader in Europe & Africa for BESS equipment supplies (Battery Energy Storage Systems)• Directed finance operations for a €300m revenue company, and 250 employees, and overseeing 7 ETPs.• Support to business mainly done through EPC contract, with significant portion of foreign based revenue.• Streamlined financial processes to enhance operational efficiency after several years of double digit growth.

Responsibility for the parent company's accounting, which alone represents sales of circa €30 billions, replacing the incumbent, who left the Group unexpectedly and without notice, with a scope covering general accounting : fixed assets (ships, containers, terminals, and shareholdings), bank & intra-group accounting and dual IFRS and French GAAP accounting, and subsidiary accounting (accounts payable & receivable representing 20 FTEs with a high volume). Support for the Group's transformation projects: deployment of SAP (replacing Oracle), "fast close" project to accelerate monthly closing delays (closing target of D+8, achieved by the end of June), transformation project and support for the Group's fast-paced development (one acquisition per month). Contract to end late April 2024.

Management of a 120 heads business service centre covering finance & accounting, tax, payroll, HR admin, training and IT services

Since acquisition by GE of Alstom Energy, supported GE IT leaders into understanding the ERP landscape of the Alstom acquisition, monitored the IT Transition Service Agreement for ERPs. Led the hiring & training effort for 200 new hires in less than one year for the new Belfort Global Operations Finance shared service center, helped deploy global Finance IT tools (such as T&L)

Leader for the deployment of global e-Banking tool for the whole Alstom GroupLeader for the IT project to separate Transport sector from the rest of the Group (first to float Transport, then to sell Energy to GE), mainly through ERP carve out or deployments.Designed the curriculum for the Alstom Finance Graduate programTrainer for finance courses, from finance for beginners to advanced project accounting per IFRS

Led the deployment of global T&L tool for the Transport business (also deployed in Power units)Controller for IS/IT function for TransportLed the interface between Finance & IS/IT for finance programsLed & coordinate the drafting of global instructions for TransportTransport representative toward the Group for global programs : cost saving plans, Finance Graduate program, Finance training, finance shared services setup.

Group Controller for Parts business, Transport finance lead for multiple M&A projects for Train Life Services (from 2006)HQ and Support Functions Controller, R&D controlling, transverse actions (restructuring, action plans...).Led the drafting of an instruction to manage contract price adjustment clauses in long term contracts (in 2005)

Turned around the accounting & finance function in terms of reliability of figures and internal control, reduced debt to nil by implementing a collection process, renegotiated banking fees, created a subsidiary in GermanyLed also the HR function on top of Finance and Treasury

Jabil (at this time Jabil Circuit) was among the 5 world top Electronics Manufacturing Service provider and grew a lot by acquiring plants in exchange for a supply agreement.Rendered the plant autonomous from a finance viewpoint; handled all finance, legal, treasury and tax matters as the plant became an autonomous legal entity. Negotiated with banks (cash pooling setup) & auditors, handled insurance matters.Led the move from French GAAP/IFRS to US GAAP reporting & accounting; as well as all purchase accounting. Drove with plant leadership to change of organization and culture (from an in-house subcontractor to an EMS provider), both in my team and in support provided to other functions, notably new ones (business development) as well as implementation of new forecasting process.Led the SAP implementation in the plant in 8 months including dual ledger for France and automotive specifics, coaching of FI/CO/SD subject matter experts (which were part of my team)On top of the plant based role, I have been also Corporate Controller for all French issues for the 3 legal entities operated in France (holding + 2 plants, acting as an in-hous expert on French legal, tax & accounting issues for Jabil corporate finance officers.

In a Group known of its heavily decentralized structure, I was the head of finance & IT of this Electronics Division, totaling revenues of €350m and 1 100 heads in 4 different locations. My 30 finance & IT team covered R&D controlling (250 R&D people), coding and preparing quotes for new businesses, investment appropriation requests, accounting, treasury, facilities management and technology services for the Créteil facility where my local team was organized on a shared service mode for 3 smaller Divisions.Drove the Finance part of an M&A project aiming to outsource all of Valeo's electronics production activity to an Electronics Manufacturing Services company, which led to the decision to sell the Meung sur Loire plant to Jabil.

Led the consolidation and analysis of all financial data for the whole electronics Branch of Valeo with a team of 3 people: €500m revenue, 4 500 heads, 5 factories, 3 R&D centers, 2 start ups, presence in USA, Mexico, Brazil, France, Germany, Hungary. Drove group HQ controlling and finance tasks such as review of investment appropriation requests, hiring of junior financial analysts, performed internal audits, set up the Brazilian start up.Acting controller of the Branch north America division (based in Detroit, factory in Mexico under "maquiladora" status) from January to April 1999 ($140m revenue and 1 500 heads).

In a Group which was a worldwide leader in communications and electronics (revenues of $120b) and was a reference for the speed of its finance closing processes, I drove the consolidation of actual financial data from all Europe, Middle East and Africa Cellular Subscriber sites, reported these to the USA HQ, administered and maintained the reporting & consolidation software.Led the support on finance issues to European based entities (2 plants, 10 distribution sites, 3 Tel.co's) and HQ central marketing & finance functions. Managed a financial data warehouse containing sales activity by part number.

Joined a Tel.co start up in a multinational company. Between 1994 and 96, the customer base grew from 40 000 to 100 000, and the headcount of the division in similar proportion.Led a team of 10 people, with the responsibility of maintaining accuracy of all ledgers and performing month end close, as well as cash applications and customer contract administration.Set up and maintained new finance IT applications to automate accounting processes, mainly cash applications and e-banking.

Performed audit missions for a mixed portfolio of large industrial companies (Usinor-Sacilor at the time, now Mittal, Sagem) as well as small and medium size companies. On my second year, I was managing some medium size clients referring solely to the partner.

As job placement officer and with a team of 4 people, I coach the conscripts during their first month (30 new conscripts per month) and help them find a job at the end of military service. I also coach and organize training of petty officers and officers upon leaving the Navy to find a civilian job.