Hélène Mailleuchet

Management Control:

• Create budgets, forecasts, and 5-year plans

• Automate, produce, and analyze monthly internal reporting and group reporting (Airbus)

• Alert, recommend based on established indicators and observed deviations

• Collaborate with internal clients to improve internal processes (IT, Sales, Marketing) Sales Administration:

• Coordinate the remote team (4 FTE)

• Recruit and onboard new employees

• Supervise French and International operations

• Implement procedures related to the export regulations of cryptographic products in compliance with French and international regulations (dual-use goods). IT Tools and Information Processes: Project management for the implementation of management and Business Intelligence (BI) tools:

• Gather information needs

• Create reference databases and structure data

• Provide internal training and continuously improve tools to meet new needs Tools deployed:

• Power BI for sales management, monthly P&L production, R&D tax credit calculation (CIR), R&D team time tracking, RMA (Return Material Authorization) rate calculation

• Salesforce for customer order management

• Access for managing the Employee and Contractor database

Creation of a network and Finance procedures to maintain global control of financial performance: €860M revenue invoiced in 12 currencies by 21 legal entities and 60 distributors

• Standardization of closing, budget, and strategic plan processes, reducing the workload of local management controllers by 30%

• Implementation of initiatives improving profitability by 3 points

• Management of legal, tax, and financial aspects inherent in the creation of EMEA sub-regions

• Implementation of internal control actions reducing non-compliance by 65% in one year

• Integration of financial elements provided by distributors into regional reporting

• Management of local financial directors (3 FTE)

As a member of the subsidiary's management committee, I was responsible for the financial management, sales administration, and IT department of the entity with €200M in revenue. The missions were to: Manage financial performance to deliver the result (EBIT) expected by the group in a context of budget restrictions for public health services and consolidation of private clients:

• Profitability improvement through targeted action plans on product margin and recurring operational expenses (OPEX)

• Implementation of procedures to ensure compliance with group rules and IFRS Maintain and improve customer service in a context of SAP implementation and company acquisitions requiring a restructuring of the Sales Administration department:

• Leadership of Lean Six Sigma projects and Balanced Scorecard initiatives, reducing temporary staff by 70%, incoming calls by 45%, and dispute resolution time from 14 to 8 days

• Acquisition of Change Management skills for large teams: Sales Administration (50 people), Finance (3 people), IT (4 people)

• Automation and reliability of data production for external clients (restocking times) or internal clients (customer sales reports by salesperson, BU, etc.)