Myriam Touré

Transformation of management control into a lever for management and decision support in an international context:

1.5

• ● Management of a multicultural team of 10 management controllers in France and Singapore

• ● Management and securing of the complete management cycle (monthly closings, reporting, budget, and forecast)

• ● Support for operational and general management in performance monitoring, identification of efficiency drivers, achievement of objectives, and financial trade-offs

• ● Standardization of methods, tools, and processes to ensure data reliability and timely production

• ● Digitalization and automation of reporting via Power BI and Power Query

• ● Strengthening of internal control and harmonization of management practices

Key achievements:

• ● Repositioning of the management control team at the heart of strategic and operational decision-making

• ● Automation of reporting, closing tasks, consolidation of results, and budgets

• ● Reduction of monthly closing times by 1 day and reporting production by 2 days

• ● Optimization of the clarity of results and prospective vision through digitalization and team skill development

• ● Coordination of the financial cycle (closings, reporting, budget, and forecast)

• ● Consolidation and analysis of financial data (P&L, balance sheet, cash report)

• ● Harmonization of reporting methods and performance indicators between sites

• ● Support for financial managers in data reliability and deadline adherence

• ● Production of financial analyses for the group to inform decision-making

Key achievements:

• ● Improvement of financial data reliability and forecast quality

• ● Rationalization of reporting and budget processes between terminals and the group

• ● Reduction of consolidation times and identification of performance drivers by site

• ● Deployment of a common management framework strengthening the consistency of group analyses

Structuring and management of a budget department in a complex and decentralized organization of 50 operational units (Budget: €700 million)

• ● Reorganization of the department's missions and setting up a new team

• ● Redesign of the budgeting process to secure deadlines, data reliability, and quality of trade-offs

• ● Monitoring of expenses and agreements

• ● Implementation of management and reporting tools to enhance financial visibility

• ● Facilitation of regular budget meetings with operational management and dissemination of financial culture

Key achievements:

• ● Ensuring the reliability of the budgeting process and reducing errors

• ● Strengthening management dialogue with operational departments

• ● Improvement of commitment tracking and budget control

• ● Better visibility on resource allocation and achievement of objectives