Freelancer profile translated to English.

Description

CFO – short & high-impact interventions

I work with executives and consulting firms on targeted missions (1 to 10 days), often as a subcontractor / white label, when the situation demands speed, clarity, and immediately actionable deliverables.

My role: quickly diagnose, structure financial evaluation, and produce immediately usable deliverables (cash, working capital requirements, Business Plan, financial audit, and governance).

Areas of intervention:

• Cash & performance diagnosis

• Business plan / financial modeling

• Investor reporting / board pack

• Finance structuring (processes, tools, governance)

• Struggling finance ERP project / financial data

Experienced in large and mid-sized companies, investment funds, and sensitive situations, I intervene with a pragmatic, confidential, and results-oriented approach.

📍 Ad-hoc missions – in-person or remote

⏱️ Quick start – short deliverables – high added value

Languages

English
Native or bilingual

Workplace preferences

Can work on-site

Paris (up to 50km)

SGS
Financial Director
January 2016 - January 2025 (9 years)
• Member of the Executive Committee. Responsibility for Finance and Purchasing
• Role exercised in the financial management of a portfolio of heterogeneous activities, with very different profiles in terms of maturity, risk, and performance.
• Regular interaction with the Group's governance bodies and top management on performance and capital allocation issues.

Financial and accounting management of a multi-entity business network
• Financial and strategic supervision of 7 Business Units operating in distinct markets (Automotive, Nuclear, Pharmaceutical, Energy, Industry, Agricultural raw materials, Aeronautics), with contrasting economic models, levels of regulation, and growth dynamics.
• Support for the CEOs of Business Units and their teams in close collaboration with operational teams and local management.
• Implementation of differentiated management methods (KPIs, financial trajectories, operational priorities) adapted to the maturity level of each activity.
Transformation
Louvre Hotels Group
Group Controller & Director of Reporting and Financial Performance
January 2008 - January 2016 (8 years)
• Member of the Management Committee. Responsibility for group reporting and financial performance management for a European scope with strong local coordination (40 FTEs).
• Structuring and transformation of the finance function in a multi-entity and international environment.
• Acceleration and securing of financial reporting (fast close D+30 → D+10) and improvement of control quality.
• Implementation of a BPO and redesign of financial processes, generating 15% productivity gains.
• Optimization of working capital requirements (-40% in 4 years).
• Support for structuring operations: acquisitions (3 operations, including one international acquisition), exit from LBO of Starwood Capital (vendor due diligence), and integration into the new Chinese shareholder/group.
MGAE,
Financial Manager
January 2006 - January 2008 (2 years)
• Creation of the French subsidiary: implementation of accounting & management processes.
• Recruitment & management of the Finance/ Sales Administration (ADV) team (5 FTEs).
• Sales support: pricing, business cases, client negotiations.
• 3 M&A integrations as part of European development.