Management de Transition.

Executive Member and Global Leadership Committee Member Challenge # 1: transform Shiseido EMEA from challenger to leadership positionLeader of the regional transformation program with the management of a cross functional team to implement new organizations, flows and processes, supply chain and IS solutions and to improve financial performance through a profitable growth. Result: initial target overachieved with more than 50 M€ savings reached in 1,5 years.Challenge #2: boost external growth with the acquisition of a new business: Dolce & Gabbana BeautyWorked on due diligences and built financial business plan with investment bank. Manage integration plan of back office activities (data, information systems, inventories, supply, finance) by existing teams of a 350 M€ + sales business in 4 months.

80 countries worldwide – 400+ M€ turnover Global responsability for Finance / IT / Supply Chain in the licensing fragrance business. Successfully instilled a performance mindset with a new closing - budgeting- reporting-KPI frameworks.Optimized treasury modeling through cash pooling implementation in all BPI entities. Significant improvement of supply chain performance on fill rate, claims, obsolescence and working capital.M&A : due dil / acquisition / selling of BrandsAchieved double digit profitability (EBITDA) during the 5 year period.Manage critical portfolio brand shifting with JPG licence exit. M&A: acquisition of a new licenses : D&G Beauty / Elie Saab / Zadig & Voltaire / Azzedine Alaia. Sale of JPG perfumes IP rights to the new owner of JPG Couture.50% of fragrances sales portfolio shifted in a 4-year period.

Scale up BPI from 50 M€ sales to 400 M€ through international development (6 affiliates in Europe + 2 sales offices in US & Asia), acquisitions and integration of new businesses. Design of the back office backbone from scratch in finance and IT : organisation, processes, tools, norms.