Stephane Pelot

FP&A Transformation

Training entities to move from local gaap to IFRS16 reporting

Moving from P&L focus to full financial review including Working capital and Free Cash Flow

Context

Juva Santé €180M revenue, part of the Urgo group, was chosen as the pilot company for the group's SAP S/4HANA Core Model deployment — a complete greenfield covering very heterogeneous business realities: commercial entity (GMS, pharma, and export), industrial entity, distribution entity. Mission in two stages, built on the same logic: understand the business from within before translating it into a system architecture.

Phase 1 — Management Relay Export Division (Sept. – Dec. 2024)

Immediate takeover of the export scope: understanding flows, commercial stakes, and the analytical structure in less than 15 days

Completion of the export budget within this tight deadline, delivered on time

Structured handover to the person hired to replace me — documentation of stakes, processes, and specificities of the scope

Phase 2 — Key User SAP S/4HANA CO — Core Model Project (Dec. 2024 – Mar. 2026)

Design and proposal of all CO analytical objects: structuring profit centers, cost centers, and functional areas to reflect the economic reality of each entity — with direct knowledge of business flows acquired in Phase 1

Liaison between finance teams and the SAP integrator to arbitrate CO configuration choices and evolve the Core Model accordingly

UAT validation of BI reporting (Power BI / Excel datasets): consistency testing of flows, conformity control between SAP configurations and analytical outputs.

Deliverables:

Core Model CO designed and validated (€180M revenue, 3 types of heterogeneous entities) — profit centers, cost centers, and functional areas structuring Juva Santé's financial management post go-live, and serving as a reference for the Urgo group deployment. Operational P&L reporting deployed on commercial, industrial, and distribution entities.

Context

Management relay without handover — immediate takeover of a €350M group scope covering two entities with distinct analytical frameworks, each on its own SAP system. Files partially updated upon arrival, no transfer of reading keys.

The challenge: be operational in a few days on two different environments, while producing the expected deliverables without interruption.

What I brought

Takeover and stabilization of the existing system

Reconstruction of reporting files left without follow-up, identification of inconsistencies, and updating of information flows

Rapid mastery of both SAP analytical frameworks and reconciliation of accounting / management control on commercial cooperation agreements — a technically demanding subject at the interface between the two functions

Redesign of reporting and management communication

Redesign of dashboards for operational staff and the Management Committee

Formalization of management comments and key points to monitor — shifting from a data production logic to a decision support logic

Management and evolution of reports in Cognos

Production of financial cycles

Monthly SAP closings for both entities, CODIR reporting within deadlines

Support to the Sales Department on monitoring annual GMS negotiations and managing budget envelopes

Preparation of the reforecast and annual budget

Deliverables

Group dashboards redesigned and operational on two SAP frameworks, accounting/management control reconciliation on commercial cooperation agreements, annual budget and reforecast delivered on time.