Ibrahim Drame

🧩 Transition Mission – Paprec Energies (2024)

Paprec Group | 300 sites | 10 countries | 16,000 employees | €3 billion in revenue

A major player in waste management and recycling, committed to a green and innovative circular economy.

Scope: Energy Division – 7 incineration and methanation plants – Northern Region

🎯 Objective:

Structure and ensure the reliability of financial management for a strategic industrial division in a high-growth context, while maintaining operational continuity.

✅ Key Actions:

Complete execution of monthly management account closings for the entire Northern scope.

Redesign and automation of regional financial reporting, saving -45% of closing time.

Implementation of a fast-close process to secure deadlines and improve responsiveness.

Supervision of the launch of 2 new contracts: scoping, financial monitoring, operational coordination.

Construction and management of the budget for the 7 plants.

Implementation of collaborative processes between field teams and the finance department to streamline communication.

Preparation of financial reports for municipal syndicates.

Ensuring the reliability of financial data: cleaning, harmonization, reconciliation of discrepancies.

Direct interface with statutory auditors to secure closings and prepare audits.

🏆 Result:

Smoother management, better financial visibility, and structured reporting, supporting the group's industrial efficiency and ecological performance.

🧩 Transition Mission – Winncare (2024)

Leading French provider of medical solutions for autonomy and care of dependent individuals.

International presence – sectors: healthcare, medical devices, home care, nursing homes.

Scope: France Business Unit

🎯 Objective:

Structure and ensure the reliability of financial performance for the France BU, while supporting teams in optimizing management tools and internal practices.

✅ Key Actions:

Execution of monthly closings: production of management statements and validation of accounts in coordination with operational teams.

Development of the 2024/2025 rolling forecast: coordination of field inputs, alignment with group ambitions.

Financial reporting and facilitation of performance reviews with local management.

Implementation of continuous improvement actions: simplification of workflows, data reliability.

Writing and formalization of management procedures to ensure maturity in financial management.

🏆 Result:

A more structured management, secured forecasts, and increased autonomy for the France finance teams on key tools and processes.

BU Infrastructures - Energy Recovery (Île-de-France)

6 incinerators | €150 million revenue | 5 legal entities | Regional Management Committee

Multi-company monthly closings: managed 5 legal entities on time, with zero discrepancies over 24 months.

CAPEX monitoring > €25 million over 2 years.

Medium-Term Plan + Annual Budgets: development + management, delivered with 100% forecast reliability.

Financial workflow improvement: +30% field responsiveness through redesign of information processes.

Active participation in the Ivalua → SAP migration: structuring of purchasing & finance data for 100+ users.

Preparation of DSP reports for municipal syndicates (political + financial stakes).

Field financial animation: supporting local teams with targeted corrective actions.

Monthly reporting & forecast delivered to the BU General Management with a clear view of variances.

Member of the regional Management Committee: providing operational financial insight to guide local strategic decisions.