Jacques Eyoum

Departmental Children's Home & Saint-Henri Public Establishment — Yonne (89) · Scope: ~€18M · 115 FTE · Shared pool · Management of an administrative team of 7 people

• Led a merger project of two structures (diagnosis, target model, deployment) coupled with a real estate project — preparation for the construction of a new establishment.

• Cost optimization and price negotiation with the funder — 10% reduction in unit cost of service obtained through management dialogue.

• Complete financial management: budget preparation, closings, PPI, HR and payroll monitoring.

• Supervision and structuring of the shared support function (accounting, HR, general services).

• Legal and market security: contract analysis, litigation management, regulatory compliance.

• Member of the management committee: facilitating governance bodies and social dialogue.

• AI applied to accounting (M21/M22): balance sheet restatements, closing automation, generation of analysis reports and team training.

Complete financial management of a shared pool of two medico-social public establishments (€12M Operating budget; €12M Investment / 115 FTE).

Strategic management of an inter-establishment merger project (organizational diagnosis, target model, change management) coupled with a real estate project for the construction of new facilities.

Price negotiation with the departmental funder: obtained a 10% reduction in the unit cost of service, generating significant structural savings on the operating budget.

Structuring and management of the shared support function: team of 7 employees (accounting, HR, general services).

Budget preparation and execution M22: EPRD, DM, annual closings, PPI, payroll monitoring.

Public procurement legal security: contract analysis (CCAP, CCTP), litigation management, regulatory compliance.

Application of AI to accounting M22: automation of balance sheet restatements, assisted closing preparation, generation of financial analysis reports — training of accounting teams.

Facilitating governance bodies: Management Committee, social dialogue, reporting to senior management.

✓ -10% on unit cost of service — recurring savings on operating budget

✓ Merger in progress: 2 establishments → 1 operational shared pool, delivery planned for 2027

✓ Restructured support team and upskilled in management tools

✓ Zero budget overrun on limited accounts — systematic alerts

Financial management of a Territorial Hospital Group of €70M in public accounting M21.

Cash flow and working capital optimization: reduction of supplier payment delay from 71 to 52 days (-19 days), falling below the regulatory threshold of 60 days — significant improvement in supplier relations and regulatory compliance.

Preparation and submission of regulatory budget documents: EPRD, PGFP, Amending Decisions (DM), RIA, Financial Report.

Negotiation with the Regional Health Agency (ARS) on the costing of MIG, AC, FIR subsidies and valuation of calls for projects — optimization of the establishment's revenue.

Expert for CPAGE (GAP/Finance module): configuration, user training, contact person during internal cross-audits of the GHT.

Supervision of semi-annual and annual closings in conjunction with the public accountant (DGFiP / Hélios).

✓ Supplier payment time: 71 days → 52 days (-19 days) — regulatory compliance achieved

✓ ARS subsidies negotiated and optimized for MIG, AC, FIR

✓ CPAGE expert: deployment and training of finance teams

✓ Annual and semi-annual closings produced within regulatory deadlines