Paris, Île-de-France, France
Group Finance & FP&A professional with 9 years of experience across industrial, life sciences and agri-biotech environments. Built a strong foundation in industrial controlling at Valeo (multi-division plant, 130M€ turnover) before expanding to group-level roles at Eurofins (1,000+ legal entities worldwide) and Bioline Agrosciences (Eurazeo LBO, buy-and-build strategy, 50 countries). Currently rebuilding the Group Financial Controlling & FP&A function post-carve-out, driving internal control implementation, financial data standardization and KPI reporting framework. Core strengths: complex industrial COGP, SAP, and the ability to deliver in unstructured, fast-moving environments. Fluent in English, native French.
Rebuilding the Group Financial Controlling & FP&A function post-carve-out (Eurazeo PE, buy-and-build strategy), driving internal control implementation and financial data standardization. Multi-currency consolidation across 7 countries; commercial presence in 50 countries. • Drive the design and deployment of the group KPI dashboard covering 6 functional areas (Finance, Customer, Innovation, CSR, Operations, HR); KPI owner on selected areas and coordinate FA leaders and KPI owners across all functions • Design and implement group consolidation tool and full financial data framework: chart of accounts standardization, intercompany rules & reconciliation, COGP methodology and transfer price policy arbitrage; integrating new entities into consolidation scope • Own end-to-end the financial workstream on M&A projects: build 5-year business plan and valuation model from scratch • Co-lead group budget & forecasting process including P&L, sales and support functions templates; support CFO on monthly operational review and group forecasts • Lead Research Tax Credit (CIR) financial audit and R&D capitalization process across French and group perimeter • Oversee France finance team (site controller + accountant) during organizational transformation; serve as main finance contact for French BU audit ensuring full compliance sign-off • Manage one direct report (intern) with structured training plan focused on automation and low value-added task reduction
Sole financial controller for a biological control production site (€15M turnover, 70 employees). Full P&L ownership from revenue to net result. Continuing to provide transitional support on site scope alongside Group role. INDUSTRIAL CONTROLLING • Manage complex industrial COGP on SAP: recursive BOMs with biological auto-consumption loops, standard and non-standard biological waste rates, variable yield tracking by species, overhead allocation and transfer pricing • Produce ROI analysis for industrial investment decisions presented to senior management CLOSING & REPORTING • Own full monthly closing: accruals across entire P&L (rebates, overhead subscriptions, GRNI), staff cost provisions (payroll checks, holiday accruals, bonus, profit-sharing and employee savings plan) • Produce monthly management report (sales analysis, industrial variance analysis, overhead follow-up) presented to CFO, CEO and RBU during monthly review; full end-to-end ownership • Designed and implemented group-wide rebates reporting process (discounted sales by SKU) as group standard during initial scope (2022) BUDGET & FORECASTING • Lead annual budget process and forecasting across all P&L lines; Capex follow-up AUDIT, COMPLIANCE & CASH • Coordinate statutory audit (CAC) and R&D capitalization process • Lead inventory count (3x per year): reconciliation between controlling and accounting perimeters, added value analysis on stock • Monitor stock levels and overdue follow-up • Validate payment campaigns MANAGEMENT • Supervised one apprentice (Sep 2023 – Sep 2024): progressive handover of overhead and sales reporting scope
Group Corporate Controller within the Global Service Center of Eurofins Scientific (Food, Environment, Clinical, Product Testing). Financial scope covering 1,000+ legal entities worldwide. • Designed and managed group fee recharge model (support services and franchise) across 1,000+ legal entities; calculated allocation keys and fed group EPM tool (Cognos) as part of new reporting tool deployment • Led Group Service Center budget construction with all support function heads; designed standardized decks including forecast vs budget vs new budget bridges by function, reviewed and validated up to CEO level; directly presented Finance function budget • Monitored FTE and associated cost follow-up across a 600-employee service center with 30% annual turnover rate • Delivered monthly variance analysis on corporate costs vs budget; identified overruns and drove corrective actions
Industrial controller for a multi-division automotive plant (€130M turnover, 3 divisions: Sensors, Top Column Modules, Interior Smart Device). • Produced and fed daily operational KPI dashboard (sales, stock, direct labor efficiency, scrap); active participant in daily production review for one division • Monitored Selling Price Index (SPI): LTA, new business impact, R&D financing, provisions on pricing risks and customer claims • Translated SIOP volumes into financial sales forecast (price x volume valuation) • Monthly/Quarterly closing: accrued expenses, invoices to be established, miscellaneous journal entries, intercompany reconciliation • Reported into Valeo group consolidation tool (GPS) via SAP S/4HANA • Budget process and 5-year MTP (Medium Term Plan); overheads expenses follow-up across 3 divisions • Led internal control cycles (asset, procurement and sales) • Managed supplier chargebacks in the context of non-quality costs • Supervised one intern
R&D controller for the PCE (Powertrain Combustion Engine) product group (8 BUs, €250M turnover), with a focus on the MaA (Mechatronic Actuator) product line (€200M turnover). Based at HQ; consolidated R&D across the entire product line and product group. • Owned monthly/quarterly closing including miscellaneous journal entries and accrued expenses • Determined R&D hourly rate and managed intercompany re-invoicing (overheads & travel expenses) • Followed up B/S assets and managed first commissioning process • Reported R&D project KPIs: potential margin, actual margin vs target, customer financing and Research Tax Credit (CIR) eligibility • Reported production KPIs: sales and gross margin by product (standard margin @SOP +6 months) • Monitored HQ headcount: consistency checks with HR (accruals for paid holidays, incentives and bonuses)
Reporting controller for PES, a consolidated entity (€2Bn turnover, 11 production plants, 1 R&D centre). • Analyzed monthly actual results & forecast vs Budget • Reconciled intercompany discrepancies • Monitored production plants activities (weekly best estimate) • Supported MTP creation (5-year projections) • Supported BUs in applying group financial rules • Reported key indicators to top management