Antoine Dethoor

Responsible for finance and treasury, human resources, and legal affairs. Managed a team of 5. DIVALTO accounting software, SILAE payroll software.

• Redesigned monthly closing processes with dashboard production. Structured and secured processes.

• Audited accounts, defined tasks and employee roles.

• Managed fixed assets by nature and by component for the group's complex installations.

• Calculated treasury needs over 5 years and optimized resources. Revised the 2025-2029 budget. Calculated economic plans and budget.

• Managed relationships with the accounting firm, statutory auditors, and banks.

• Managed the new LBO, capital reorganization, and entry of new funds.

• Managed the holding company's "senior" debt and optimized treasury.

• Implemented new financing.

• Managed and monitored CAPEX. Implemented KPIs for investors.

• Established the CSR policy. Managed investment grant applications.

Consular organization, headquarters of 13 departmental chambers and associated vocational training centers. Private-type accounting. Staff of 1900 people across 42 establishments in Occitania. Annual budget of €122 million.

Member of the Management Committee and the Board, facilitator of the finance, general affairs, and public procurement commission, reporting to the Secretary General of Occitanie and the President. In charge of the financial department (SAP software), assets (€320 million), purchasing, payroll (PEOPLE NET software), general services, and IT. Direct contributor to the transformation and success of the Regional Chamber's creation phase following the merger of the 13 departments. Contributor to its development through a highly operational presence by structuring the financial pole and implementing the necessary tools for management and managers to ensure growth and scalability. Staff managed across the territory: 58 in 14 departmental financial units. Restructuring of financial teams with improved performance and processes. Collaboration with the financial departments of each of the departments. Assistance to operational departments on managing their issues.

• Structuring of the group's finance department, operating and investment grant applications, and financial statements.

• Treasury optimization, increasing from €10 million to €45 million in 3 years.

• Production and supervision of financial information with all departmental units. Production of 78,000 customer invoices per year.

• Ensuring the group's financial communication through ad hoc commissions.

• In charge of IT, development and deployment of IT and billing tools, automation of processes and workflows.

• Management of the CSR policy, energy, steering the definition and implementation of obligations related to the tertiary decree.

• Reorganized financial departments to ensure the quality of financial information, implemented work procedures, reduced monthly closing time by 30% (from 45 days to 15 days), and reduced staff by 30%.

• Deployed SAP for the company, particularly the FI/CO module, member of the steering committee and project committee.

• Implemented dashboards for analyzing commercial margin by product range and produced performance indicators.

• Implemented outsourcing, shipping, and dematerialization of invoicing for 25 sites (5000 invoices/month).

• Digitalized accounting tools, implemented automatic data transfer interfaces (treasury, social, sales).

• Managed a multidisciplinary team of up to 22 people (customer management, accounting, debt collection, general services) across all national branches.

• Established close links with the General Manager to ensure fluid and continuous working relationships.

• Maintained ongoing contact with branches to provide technical support and financial insights into their activities.