International CFO - Change management leader
Rome Area, Italy
International CFO - Change management leader
Rome Area, Italy
CFO with wide experience in very different environments (various businesses, countries, size and also various financial health situation).
- Finance and controlling of industrial activity
- Business and organization strategy
- International experience
- Change management
- Team and Project management, including reindustrialisation and restructuring in Italy and France (financial, legal and social aspects)
- Implementation within financial and operation teams of new IT systems including ERP (SAP, Oracle)
-Implementation of new international rules: IFRS/IAS, SOX...
(Self-Employed; Myself Only; Information Technology and Services industry)
March 2008 — Present (1 year 9 months)
- Business models and financial plans on Food Industry International project (Europe / Asia).
- Industrial branch of business handover in Italy (business plan and negotiation)
(Privately Held; Consumer Electronics industry)
September 2008 — October 2009 (1 year 2 months)
- assessment of financial situation of the group / identification of potential solutions to ride over the Crisis
- Business plan building for activity diversification, reindustrialization essentially based on Renewable energies (photovoltaic). Presentation and negotiation of BP at international level and the highest national institutions.
(Public Company; 10,001 or more employees; TMS; Entertainment industry)
April 2006 — March 2008 (2 years )
TECHNICOLOR SPA - ROME (ITALY)
Responsibilities : Finance, Credit management, controlling, Treasury, Accounting and Payroll. Main issue successfully managed : get more reliable all financial information issued by the company after a difficult implementation of Oracle ; find back confidence climate with Corporate management (US and France) con and auditors ; be SOX compliant within end of 2006, improve drastically Credit Management (customers : american Cinema Majors and local independents), provide business controlling tools to management (profitability by customers, products and market segments ; forecasting tools), cash management.
(Public Company; 10,001 or more employees; Information Technology and Services industry)
May 2005 — February 2006 (10 months)
PEL SA de CV - Torreon - Mexico
Acting as Finance Director - Restructuring project follow up
(Privately Held; 1001-5000 employees; Electrical/Electronic Manufacturing industry)
July 2000 — June 2005 (5 years )
Turnover : 500 M€ (2000) , 235 M€ (2004) . Headcount : 2 200 (in 2000), 1 550 in 2004.
Position reporting to the Controller SBU Displays Thomson and the plant manager.
Responsible of Finance, Controlling (budget, forecasts …etc), Accountancy, Treasury and Customs department (team : 35 > 17 people). Main support to General Manager, active participation to operational management and main sourcing negotiations, elaboration and activation of various strategic studies including heavy restructuring actions.
2004/2005 : Project of total reconversion of the plant in order to avoid closing of the site. Member of the team Thomson-Videocolor participating to all steps from research of potential activity, partner, measure of various alternatives and negotiation of the deal with final partner chosen (Indian group : Videocon). Agreement executed in Feb. 2005 in Palazzo Chigi.
(Privately Held; 201-500 employees; Consumer Electronics industry)
March 1998 — July 2000 (2 years 5 months)
Turnover : 150 M€. Headcount : 900 (2 plants) in Burgundy (France)
Position reporting to both plant managers and to the controllers of 3 different BU having activities in the plants (TV, Displays & Components et Multimedia for digital decoders).
Responsible of Accounting, Controlling and Information Systems (team : 20 > 15 people)
Strategic project : closing down of one of the plants transferring profitable production activities in an other plant of the group. Participation to the project from the very beginning (benchmarking, elaboration of the alternatives, presentation to the management of the group and to local representatives)
(Privately Held; 201-500 employees; Mechanical or Industrial Engineering industry)
November 1994 — March 1998 (3 years 5 months)
Turnover : 80 M€. Headcount : 700. Activity : manufacturing of CR Tubes components
Responsible of Plant controlling (budget, forecasts, costings. Asset and costs management …etc) - reporting directly to the Plant Manager. (Team : 5 p.)
(Privately Held; 1001-5000 employees; Consumer Electronics industry)
February 1990 — November 1994 (4 years 10 months)
Turnover : 300 M€. Headcount : 1 350 p. Activity : production of TV sets.
Various subsequent positions occupied into Financial Direction of the Plant : Cost control, controlling of kits activity including commercial contacts, responsible of controlling and costing teams. Participation as key user and team member to various IS projects (MRP, sourcing, costing…)
Maitrise , Sciences de Gestion (Finance & controlling) , 1987 — 1989
MSG , Management, Finance, Controlling , 1987 — 1989
Regional culture and history (in particular Bretagne / Brittany and Capri island), yachting, litterature, cinema