Edouard Julienne

Driving the growth of an SME isn't just about reading numbers — it's about transforming data into decisions that move the company forward.

With 12 years of experience at the intersection of finance, operations, and business development, I've learned one thing: SME problems are rarely purely financial or purely operational. They are both.

My career has taken me from restructuring companies with EY to supporting banks with Deloitte in London, and then to CFO and COO roles in high-growth organizations (Tylia Invest, Central Test). There, I learned to juggle cash flow, operational management, process structuring, and investor relations — often all at once.

What sets me apart? I'm not a CFO who gets bogged down in numbers, nor an Operations Director who loses financial sight. I'm a true business partner: I analyze, I decide, and I execute with the field teams.

What I can do concretely:

✅ Structuring & optimizing processes (HRIS implementation, treasury tools, self-billing)

✅ Operational and financial management (cash flow, working capital, business plans, reporting)

✅ Multi-team project management and BtoB development (CSAT 4.7/5 at SOA)

✅ Investor relations and fundraising support (€100k raised for SOA, 15 holdings at Tylia)

✅ Financial restructuring (13 groups supported at EY)

Today, after an entrepreneurial experience with SOA that taught me as much as 5 years in consulting, I'm looking to join an SME with 20 to 200 employees as a CFO, Operations Director, or in a hybrid role.

A structure where I can have a direct impact, not just produce reports.

Are you hiring or know of an opportunity? Contact me directly: