Antoine Vezin

Hired by the American shareholder following the company's acquisition, I was responsible for the complete creation of the finance department and the accounting and IT separation from the previous owner. I then managed the industrial and financial restructuring in a context of significant losses (approx. €25M/year) and critical cash flow.

- Creation and structuring of the finance and reporting function

- Management of the sale of two Breton factories for €20M

- Operational and financial management of the remaining factory, with a de facto CEO role: cash flow, suppliers, social relations, and strategic steering

- Implementation of complex financing (bank loans, lease-back) to support industrial and real estate projects

- Arbitrations and strategic decisions in crisis contexts

- Stabilization and restructuring of the company in an extremely difficult environment

- Preparation of the company for a secure outcome for creditors and stakeholders

- Demonstration of leadership, autonomy, and ability to manage a complete organization in a critical situation.

Hired for the acquisition of Globus Hungary by CECAB (Aucy brand), I took on the role of Chief Financial Officer in a context of high post-acquisition complexity.

Globus, a former Hungarian agri-food flagship listed on the Budapest Stock Exchange, faced significant organizational and financial dysfunctions that were gradually discovered after the acquisition.

- In-depth audit of the actual financial situation

- Identification of significant discrepancies compared to initial information

- Replacement of the local finance management

- Implementation of internal control and reporting standards

- Restoration of accounting reliability

In an environment characterized by:

- a cooperative shareholder not well-prepared for an international operation of this scale

- strong internal tensions between functions

- an urgent need for financial visibility

After two years of stabilization, joint work with an external firm to define a recovery plan:

- Sale of the canned ready-to-eat meals business (sale to a Czech company)

- Sale of the frozen vegetable division

- Industrial rationalization and consolidation of operations on a single site in the province

Initiation and management of the sale of the historic headquarters/factory in Budapest

- Progressive improvement of the financial structure

- Reduction of scope to restore profitability

- Sustainable stabilization of the business

- Finalization of a refocused and viable model

Sent to Slovakia following an audit that revealed serious accounting deficiencies within the subsidiary, I joined the new General Manager to manage the complete overhaul of the finance function.

- Unreliable accounting

- Lack of structured reporting

- Absence of budget control

- Deficient local governance

- Complete takeover and cleanup of accounts

- Financial data reliability

- Restoration of compliance with auditors

- Implementation of internal control procedures

- Development of the first formalized budget process

- Implementation of monthly reporting to headquarters

- Introduction of performance indicators

- Structuring of local management control

- Recruitment and training of my successor

- Sustainable stabilization of the financial organization

- Occasional missions for the Central Europe region:

- Strengthening management control in Romania

- Participation in the acquisition project of a dairy in Serbia

- Management of a team of 2 people.