Mehdi B.

For 2 years, I co-managed a B2B cleaning company with 2 partners, as an Associate CFO. My role was to financially and operationally structure a startup company in a sector where margins and cash flow are daily challenges.

What I concretely implemented:

From the start, I created key financial processes: real-time cash flow monitoring (via a simple but effective Google Sheet), management of flows with external partners (suppliers, subcontractors), and implementation of tools to forecast cash inflows/outflows for the next 6 months. The goal was to avoid unpleasant surprises and enable rapid decision-making.

I also organized and supervised renovation work for clients, coordinating teams and external service providers under time and budget constraints. This allowed me to develop expertise in operational crisis management: when a project goes wrong, you need to react quickly without losing sight of profitability.

Finally, I standardized contracts to limit disputes with clients and suppliers. In B2B cleaning, misunderstandings are costly: clear contracts and simple processes can prevent 80% of problems. This experience taught me to prioritize what's essential: in a very small business, every euro counts, and every process must be useful. I also understood the importance of the human element in finance: explaining figures to operational teams, negotiating with suppliers, or reassuring partners during uncertain times.

Sector: B2B Cleaning, but this experience is transferable to any very small or small/medium-sized business in the structuring phase, where finance should be a growth lever, not a constraint.

As Multi-site Manager for nocnoc in Lille, I managed the operational and financial aspects of several short-term rental properties in a demanding environment where reactivity, rigor, and automation are key. My role was to optimize profitability, standardize processes, and resolve crises to ensure a smooth experience for both clients and teams.

What I concretely implemented:

I created and deployed operational analysis tools to track the performance of each site in real-time (revenue per property, occupancy rate, operating costs). Using automated dashboards (via Make and Google Sheets), I enabled the Lille team to reduce manual tasks related to rental management by 80%, while improving data accuracy.

Faced with critical situations (tenant disputes, neighborhood issues, police interventions), I implemented clear procedures to quickly de-escalate crises and limit legal and financial risks. For example, I standardized rental contracts to avoid misunderstandings and reduce disputes, while establishing transparent communication with clients in case of problems (e.g., immediate notification in case of an incident in a property).

I also coordinated renovation work between sites, negotiating with service providers to meet budgets and deadlines. My approach? Prioritize the essential: in a sector where every day of vacancy is costly, you need to act quickly and effectively.

This experience taught me to combine strategic vision with field execution. In a multi-site environment, you must both anticipate risks (cash flow, occupancy, maintenance) and solve daily problems. My credo: simple tools, clear processes, and transparent communication so that everyone can focus on what matters most.

As Assistant Manager at the Anagram Grand Place Hotel Arras, I assisted the management in the operational, financial, and human resource management of a hotel in the heart of Arras, in a demanding environment where reactivity, rigor, and quality of service are paramount. My role was to optimize processes, supervise teams, and ensure an impeccable customer experience, while guaranteeing the profitability and sustainability of the establishment.

I structured and automated key processes to streamline daily operations:

- Reservation and yield management: Implementation of analysis tools (Google Sheets dashboards) to track occupancy rates, RevPAR (Revenue per Available Room), and cash flow forecasts in real-time.

- Cost and supplier management: Renegotiation of contracts (cleaning, maintenance, supplies) and centralization of purchases.

- Team supervision: Management and training of employees (reception, housekeeping, restaurant) to improve service quality and reduce turnover.

I coached and supervised teams with the goal of strengthening their autonomy and results-oriented mindset. This experience taught me to combine operational demands with a human approach. In hospitality, every detail counts: an unhappy customer, a poorly cleaned room, or a delayed check-in can directly impact reputation and profitability.

Sector: Hospitality (3-4 stars), but this experience is transferable to any service-oriented company where operations, finance, and human resources must be aligned to perform.