Sophie Billiau

Founder of BFS, I help TPE leaders regain control of their finances – without becoming finance experts.

Understand your real profitability

Identify margin leaks

Steer your cash flow without stress

Make informed decisions (hiring, investment, development)

Structure your financial management without unnecessary complexity

Deputy Director of the Operational Financial Processes (PFO) department, I manage financial production and ensure its reliability, consistency, and quality across the scope. As a technical referent, I support management controllers on complex issues, challenge analyses (variances, margins, profitability), and actively contribute to team skill development.

I oversee financial closings and flows, implement robust control systems, and identify risks to secure data and processes. In coordination with teams and stakeholders, I organize priorities, optimize activity allocation, and ensure smooth communication between production, analysis, and steering.

My role also includes consolidating financial data and producing global analyses to inform strategic decision-making. I identify trends, risks, and opportunities, and provide high-value summaries for management.

As a transverse manager, I drive team dynamics, foster a culture of excellence and continuous improvement, and promote the sharing of best practices. In parallel, I contribute to process transformation (tools, methods, ERP/BI), their standardization, and the implementation of relevant performance indicators.

Positioned as an interface between operational teams, financial departments, and establishments, I play a key role in the department's overall performance and the reliability of economic decisions.

Financial management of the CPM & Offers & Solutions division: Annual budget preparation (€30-50 million revenue), forecasts, monthly closings (cut-off, provisions, analytical allocations), timesheet control, purchasing, and general expenses.

Implementation of the management cycle: Complete steering structure for 6 projects (monthly meetings, margins, accounts receivable), reliability of indicators, and profitability improvement (+10%).

Financial referent for major industrial projects: Portfolio of €7 to €60 million (TotalEnergies, Norske Skog…): variance analyses, work-in-progress reporting, drift alerts, and decision support. Financial structuring and project tools:

Creation and harmonization of CBS, management of the RIDA dashboard in bi-monthly reviews, dissemination of management best practices.

Invoicing and cash flow: Weekly reviews, AR/AP tracking, accounting coordination, management of internal recharges between divisions.

Management of the Offers & Solutions cost center: Budgetary monitoring, internal allocations, recharge consistency, and expense control.

Financial optimization and data reliability: Tool standardization, reclassification of €300 K in expenses, improvement of result transparency and quality.

Certified internal training: Training teams in financial management, internal tools, and CBS (certified Internal University Trainer)