Experience

iownit capital and markets, Inc.

• United States
• Banking

• Broker Dealer Registered Representative - Fundraising

  • Sep 2021 - May 2023

  Remote iownit powers tomorrow’s private markets by providing the end-to-end digital infrastructure to issue, manage, buy and sell digital asset securities. Leveraging permissioned blockchain technology, iowniit is lowering operational costs while enabling an efficient and convenient experience of transacting in private markets.



the wave momentum

• United States
• Business Consulting and Services
• 1 - 100 Employee

• Consulting for a Leading Private Operator of Public Transport

  • May 2018 - Aug 2019

  Greater Boston Area Management Consulting mandate for a global operator of public transport network in North America, $650 million revenue, 4800 employees, operating in 6 states and Canada. Appointed by the CEO of North America to lead a comprehensive business transformation project to improve the company’s collective capability, strengthening support functions to better serve the strategic objectives. Transformation achieved by using 2 key drivers: · optimize costs and productivity, sharing know-how… Show more Management Consulting mandate for a global operator of public transport network in North America, $650 million revenue, 4800 employees, operating in 6 states and Canada. Appointed by the CEO of North America to lead a comprehensive business transformation project to improve the company’s collective capability, strengthening support functions to better serve the strategic objectives. Transformation achieved by using 2 key drivers: · optimize costs and productivity, sharing know-how and resources to avoid redundancies. · and deeply transform the company culture, designing a new transverse / regional organization, shifting from an ‘independent business units’ type of organization to integrated leadership -Conducted analysis and diagnostic reviews of seven support functions (HR, Finance, Procurement, IS-IT, Payroll, Marketing and communication, Legal) with the contribution of 3 consultants. Issued recommendations in actionable short-term improvement plans, as well as long term visions, designing support function Target organizations, articulating principles, detailed organization charts with main accountabilities. - Structured and initiated the implementation phase, defining and leading project governance and structuring company-wide communication. - Managed change by favoring internal project leadership, empowering senior management to drive the initiative, requesting the contribution of head of support functions to co-engineer the solutions, leveraging the opportunity to initiate cross-Business Units team working.

• Consulting, Interim Management

  • Sep 2018 - Mar 2019

  United States 7 month part time Interim Management and Consulting for SODEXO USA, Sport and Leisure. Jumped into a critical customer contract retention plan, taking over re engineering of financial performance monitoring and monitoring production of operational bi-weekly reports, to reassure Sodexo’s customer on teams’ capability. Customer Portal and BI solution: designed specifications and lead deployment of a mock up version as part of that same contract retention plan. Then wrote the… Show more 7 month part time Interim Management and Consulting for SODEXO USA, Sport and Leisure. Jumped into a critical customer contract retention plan, taking over re engineering of financial performance monitoring and monitoring production of operational bi-weekly reports, to reassure Sodexo’s customer on teams’ capability. Customer Portal and BI solution: designed specifications and lead deployment of a mock up version as part of that same contract retention plan. Then wrote the specifications for a ‘core model’ version of the portal / BI solution for the whole air lounge business, identifying internal and external expected benefits and designing standardized approach of data structure, performance monitoring and dashboards.



Arketip.

• United States
• Business Consulting and Services

• Managing Partner, Advisory in Performance and Organization

  • Nov 2016 - Apr 2018

  Dallas/Fort Worth Area Appointed by an international public transport operator to integrate its $100m revenue subsidiary, after taking full control. Based in Texas, the subsidiary is managing and operating public transit networks in 20 states. Over a 15 month Management Consulting project - performed diagnostic of support functions: Finance, HR, IT, insurance, - established baselines for costs, organization and IT infrastructure - defined the future integrated Finance organization - built… Show more Appointed by an international public transport operator to integrate its $100m revenue subsidiary, after taking full control. Based in Texas, the subsidiary is managing and operating public transit networks in 20 states. Over a 15 month Management Consulting project - performed diagnostic of support functions: Finance, HR, IT, insurance, - established baselines for costs, organization and IT infrastructure - defined the future integrated Finance organization - built remediation plans and conducted major processes re-engineering -including Purchase to Pay process, Payroll, Accounting System, -lead roll-out of AP automation solution - relocated accounting teams in Texas, implementing Shared Accounting Services, including migration of ERP information system. Show less



Alstom Transport

• United Kingdom
• Automotive
• 700 & Above Employee

• PMO long term industrial projects / CFO Urban trains business unit

  • Feb 2013 - Aug 2015

  Paris Area, France PMO long term industrial projects • Industrial Project Performance review: conducted comprehensive operational review of contract, quality, delivery, costs of high technical content industrial projects, leading to formal meeting with attendance of Alstom Senior Executives and action plan. Project value up to $1bn, consisting of train development and manufacturing or signalization system or turnkey project with rail infrastructure. • In project reviews, certified project management… Show more PMO long term industrial projects • Industrial Project Performance review: conducted comprehensive operational review of contract, quality, delivery, costs of high technical content industrial projects, leading to formal meeting with attendance of Alstom Senior Executives and action plan. Project value up to $1bn, consisting of train development and manufacturing or signalization system or turnkey project with rail infrastructure. • In project reviews, certified project management compliance, validated project risk level, opportunity register, margin at completion and cash curve • Trained new project managers to Alstom project management processes and project review preparation CFO Urban trains business unit. • 30 long-term projects (rolling stock manufacturing), average value 200m€ in 15 countries, production sites in 5 countries (part of Alstom Rolling Stock entity, 4bn€) • With the Product Line CEO, led the project profitability monitoring: managed financial cycles of the product line, budget, month-end close, reporting to Executive Committee • Validated business model for tender activity and built R&D programs business cases

• Project Manager - Finance Shared Service Implementation

  • Mar 2012 - Feb 2013

  Paris, Germany, UK • Project Manager for Europe, implemented Finance Shared Services, replacing 3 disctinct finance teams of 3 Alstom business sectors by one unique competency center, serving internal customers with enhanced processes and tools. • Within the business model of Target Processes, Customer Interaction Model, took-over the implementation phase for two countries, UK and Germany . • Established country road-map, built business case with estimation of project restructuring costs and progressive… Show more • Project Manager for Europe, implemented Finance Shared Services, replacing 3 disctinct finance teams of 3 Alstom business sectors by one unique competency center, serving internal customers with enhanced processes and tools. • Within the business model of Target Processes, Customer Interaction Model, took-over the implementation phase for two countries, UK and Germany . • Established country road-map, built business case with estimation of project restructuring costs and progressive headcount reduction • Reviewed existing processes and ways of working to assess readiness for new operating model • In charge of local project team in each country, monitoring progress through detailed action plans, organized regular milestones review with steering committees • Supervised social process and employee communication with country HR. • Coordinated IS enabling tool roll-out, “Purchase to Pay process”, requiring heavy change management among procurement and finance population. • Ensured coordination and consistency with major SAP roll-out project taking place over the same period • Proved my expertise in project and change management, in restructuring context. • Rapidly established legitimacy and drive, though in different organizations and countries



Alstom GRID (now part of GE Grid Solutions)

• CFO Instrument Transformer Product Line - 9 Plants

  • Apr 2011 - Mar 2012

  Paris Area, France • Financial oversight for 8 manufacturing plants, €300m revenue, in China, India, Finland, Italy, Germany, USA, Mexico, Brazil, in a context of consolidation phase after external growth • Defined with the CEO the plants recovery and restructuring plans. Reduction of product portfolio • Collaborated closely with Industrial Director on working capital reduction plan, achieved up-to -20% inventories, plant load forecast strongly improved • Visited production sites, defined and… Show more • Financial oversight for 8 manufacturing plants, €300m revenue, in China, India, Finland, Italy, Germany, USA, Mexico, Brazil, in a context of consolidation phase after external growth • Defined with the CEO the plants recovery and restructuring plans. Reduction of product portfolio • Collaborated closely with Industrial Director on working capital reduction plan, achieved up-to -20% inventories, plant load forecast strongly improved • Visited production sites, defined and monitored finance process progress plan for each plant finance controller Show less



AREVA T&D, taken over by Alstom

• T&D turnkey projects Deputy CFO

  • Sep 2009 - Apr 2011

  Paris Area, France • Financial oversight of 7 Product Lines, 35 units world-wide (€1.7bn revenue), R&D center, Headquarter operating costs • Animated the BU Finance team of 15 people of which 7 PL controllers. 4 direct reports • Trained finance team in tracking non quality, improved the closing process efficiency. • Organized team seminar with workshops on process improvements and finance management rules • IS Project database: initiated progress plan, key user network in Finance community. •… Show more • Financial oversight of 7 Product Lines, 35 units world-wide (€1.7bn revenue), R&D center, Headquarter operating costs • Animated the BU Finance team of 15 people of which 7 PL controllers. 4 direct reports • Trained finance team in tracking non quality, improved the closing process efficiency. • Organized team seminar with workshops on process improvements and finance management rules • IS Project database: initiated progress plan, key user network in Finance community. • Long-term project risk review, Balance Sheet risk reviews 35 entities to be shared with external auditors • Controlled HQ management Unit (90 heads, 26m€ costs), detailed review with budget holders • Monitored Purchase Accounting portfolio. Show less



Plastic Omnium

• France
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Deputy CFO of Automotive Business Units North America and Europe

  • Jan 2005 - Aug 2009

  Detroit area, Michigan, during two years, then transferred to Paris, France • overseeing 5 plants in Mexico and USA and R&D HQ ($350m revenue), then transferred to Paris (06/07- 09/09), in charge of 9 plants in France, Spain and Turkey (€500m revenue) • Assisted the BU CFOs in monitoring the Business Unit profitability: drove financial processes, month-end reviews, animated Budget and Strategic Plan Process. • Part of project team at Division level in work stream to improve management rules and finance processes. • Member of SAP Business Owner team for the… Show more • overseeing 5 plants in Mexico and USA and R&D HQ ($350m revenue), then transferred to Paris (06/07- 09/09), in charge of 9 plants in France, Spain and Turkey (€500m revenue) • Assisted the BU CFOs in monitoring the Business Unit profitability: drove financial processes, month-end reviews, animated Budget and Strategic Plan Process. • Part of project team at Division level in work stream to improve management rules and finance processes. • Member of SAP Business Owner team for the division: designed SAP reports spec to monitor financial impact of customer / supplier price variances. • In the US, drove Sales department into improving invoicing process and IT system accuracy. • Coached 8 controllers, carried-on finance controller workshops, promoted new tools and change, thanks to gained credibility. • Operational continuous improvement: built up ability in challenging plant data; • improved monitoring of direct labor efficiency with Operations Director; • responsible for validating financial impact of technical productivity action plan and give-back to customer; • Responsible for Hourly Rates validation of each plant and benchmark analysis Show less



SHELL LPG, France

• Head of Controlling

  • 1996 - 2004

  Paris Area, France LPG Business Unit $870m revenue, Head of Controlling 2001 – 2004 • Achieved the Group target of accelerating closing returns due date by 3 working days • Took active part of the SAP upgrade, re-engineered the controlling reports system • Supervised 3 staff LPG Business, Senior Cost Controller 1996 - 1998 • Completed financial feasibility studies of main capital expenditures (up to $30 M). • Managed, on business side, the implementation of the finance module (FI-CO)… Show more LPG Business Unit $870m revenue, Head of Controlling 2001 – 2004 • Achieved the Group target of accelerating closing returns due date by 3 working days • Took active part of the SAP upgrade, re-engineered the controlling reports system • Supervised 3 staff LPG Business, Senior Cost Controller 1996 - 1998 • Completed financial feasibility studies of main capital expenditures (up to $30 M). • Managed, on business side, the implementation of the finance module (FI-CO) of SAP/R3 Show less



Shell

• Oil and Gas
• 1 - 100 Employee

• Internal Auditor

  • 1993 - 1995

  Paris Area, France • Managed auditing of various business processes and subsidiaries. • Shell was a pioneer in Internal Control Matrix assessment and transverse process approach. • Take-away: internal control mindset

• Analyst - Financing and Treasury Department

  • 1991 - 1993

  • Controlled accounting records of hedging instruments, marking to market foreign exchange positions. • Simulations of hedging strategy for Treasurer decision making. • Accounting reporting of these activities to the Shell central head office in London and to CPA • Monitored balance sheet requirements, borrowing movements.