Jeremy Van Erpe

Strategic support for SMEs/mid-caps and finance departments in their global Finance & Data transformation. Transition missions (6-12 months) and high value-added consulting.

• GLOBAL STRATEGIC MANAGEMENT: Comprehensive diagnosis of the finance function + implementation of tailor-made solutions (management control, budgeting, forecasting).

• DIGITAL & PERFORMANCE TRANSFORMATION: Targeted automation and creation of decision-making dashboards → average gain of 50% in reporting times and +15% in budget accuracy.

• CHANGE MANAGEMENT: Team training and skills transfer → sustainability of tools and processes.

Strategic financial transformation mission following the transition to a Foundation — Budget €120M — 1,000+ employees (France Actions / Fundraising / Headquarters / International).

> Structuring of the finance function from scratch: zero documented process upon arrival → operational organization and 100% autonomous upon departure.

• 2026 BUDGET STRATEGIC MANAGEMENT: Construction and complete arbitration with all departments (Headquarters, Villages, Business Units) + detailed payroll modeling (Noria, GVT, Ségur, Fillon/SS reforms, new positions) → presentation and validation in the Board's Finance Committee.

• CONSOLIDATION & REPORTING TRANSFORMATION: Automation via MyReport → successful transition from annual closing to quarterly closings produced in minutes (regulatory requirement post-Foundation) with consolidated reporting by shares.

• HEADQUARTERS EXPENSE STRATEGIC FILE: Development and drafting of the 5-year financing plan → critical issue for the financial sustainability of the Headquarters, presented to the General Management.

• CFO SECURITY & AUTOMATION: Rationalization of payroll journal entries (Cegedim → Sage migration), creation of the first documented internal procedures + training and complete handover to the team.

Strategic management of consolidated revenue and Selling Expenses for an international network of 470 stores. Analyses presented to the central Management Committee and Global CFO + supervision of a team of 4 controllers.

• STRATEGIC BUSINESS PARTNERING: Weekly monitoring and analysis of consolidated global revenue by market/product/mix + Selling Expenses → direct recommendations to the Management Committee and Global CFO to optimize Retail performance and arbitrate growth plans.

• STRATEGIC IMPACT OF ANALYSES: Evaluation of budget variances and support for Retail departments in planning growth objectives → reduction of financial variances by 15%.

• LEADERSHIP & TEAM DEVELOPMENT: Management of 4 controllers with workload optimization and skills enhancement → +30% efficiency in strategic analyses.

• DIGITAL TRANSFORMATION: Design and deployment of Power BI dashboards + tools for revenue and Selling Expenses analysis → +30% operational efficiency gain in decision-making cycles.