Experience

NovaKamp

• France
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• DG Finance

  • 2021 - Present

  "Develop- Integrate - Structure - Monitor performance - Finance" Build-Up Holding in an LBO deal (Buy In Management Buy Out) Critical services for isolated / off grid sustainable base camps (energy, water, waste, housing, data, infrastructure & network, engineering, intelligence) "Develop- Integrate - Structure - Monitor performance - Finance" Build-Up Holding in an LBO deal (Buy In Management Buy Out) Critical services for isolated / off grid sustainable base camps (energy, water, waste, housing, data, infrastructure & network, engineering, intelligence)



Magellan Consulting Group

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

• Associate - Executive Vice President of Finance

  • 2020 - Present



Holcim

• Switzerland
• Wholesale Building Materials
• 700 & Above Employee

• CFO – France

  • 2012 - 2019

  “Federate - Transform - Restructure” => Context: From a business line to a business area led organization: New strategic roadmap – Merger with Holcim triggers a new momentum in change management with France and Switzerland becoming “countries like others” => Scope: Managing 200 people & 12 directs, IT, Procurement, non-industrial Real-Estate, Insurance. N-1 of country CEO, Executive Committee member, Investment, Credit, Risk Integrity & Ethic Committees ✓ 2012–13 => “Move… Show more “Federate - Transform - Restructure” => Context: From a business line to a business area led organization: New strategic roadmap – Merger with Holcim triggers a new momentum in change management with France and Switzerland becoming “countries like others” => Scope: Managing 200 people & 12 directs, IT, Procurement, non-industrial Real-Estate, Insurance. N-1 of country CEO, Executive Committee member, Investment, Credit, Risk Integrity & Ethic Committees ✓ 2012–13 => “Move from business line to business area led organization” • Optimize Products Lines vertical integration - Set up France Executive Committee – Reduce the number of headquarters from 6 to 1 • Redesign, centralize & optimize finance organization (-20%) - Boost business partnership ✓ 2015 => "Merger between Lafarge & Holcim" • Cascade the new Vision & Culture => “White Book” • Review the business footprint => Manage market dominance when competition issues • Articulate France €60 M synergy plan => Growth & Innovation, operating excellence, procurement performance (1% EPA), curbing down SG&A (7% Turnover) ✓ 2016–17 => “Enterprise Project” • Build Best in Class industrial network reallocating €100M environmental compliance costs into 1 state-of-the-art new plant + 2 plants closure + social plan of 200 headcounts • Regionalize 2 out of 3 Prod Lines - 170 headcounts reduction in SG&A & Finance Transformation ✓ 2018 => “Growth Platform” • Set up Cement & Concrete strategy => Consolidate strategic positions within our new cement industrial network • Challenge the relevance of identified growth engine (“Aggneo”, mortars, precast) => Validate and assess short term acquisition targets for “Aggneo” and “Sustainable development offer” (low carbon, energy & water efficiency, circular economy) • Contribute to digital transformation => Preempt disruption threats, Develop “Big Data” strategy, Improve the customer journey +33 (0) 6-20-60-04-36 Show less “Federate - Transform - Restructure” => Context: From a business line to a business area led organization: New strategic roadmap – Merger with Holcim triggers a new momentum in change management with France and Switzerland becoming “countries like others” => Scope: Managing 200 people & 12 directs, IT, Procurement, non-industrial Real-Estate, Insurance. N-1 of country CEO, Executive Committee member, Investment, Credit, Risk Integrity & Ethic Committees ✓ 2012–13 => “Move… Show more “Federate - Transform - Restructure” => Context: From a business line to a business area led organization: New strategic roadmap – Merger with Holcim triggers a new momentum in change management with France and Switzerland becoming “countries like others” => Scope: Managing 200 people & 12 directs, IT, Procurement, non-industrial Real-Estate, Insurance. N-1 of country CEO, Executive Committee member, Investment, Credit, Risk Integrity & Ethic Committees ✓ 2012–13 => “Move from business line to business area led organization” • Optimize Products Lines vertical integration - Set up France Executive Committee – Reduce the number of headquarters from 6 to 1 • Redesign, centralize & optimize finance organization (-20%) - Boost business partnership ✓ 2015 => "Merger between Lafarge & Holcim" • Cascade the new Vision & Culture => “White Book” • Review the business footprint => Manage market dominance when competition issues • Articulate France €60 M synergy plan => Growth & Innovation, operating excellence, procurement performance (1% EPA), curbing down SG&A (7% Turnover) ✓ 2016–17 => “Enterprise Project” • Build Best in Class industrial network reallocating €100M environmental compliance costs into 1 state-of-the-art new plant + 2 plants closure + social plan of 200 headcounts • Regionalize 2 out of 3 Prod Lines - 170 headcounts reduction in SG&A & Finance Transformation ✓ 2018 => “Growth Platform” • Set up Cement & Concrete strategy => Consolidate strategic positions within our new cement industrial network • Challenge the relevance of identified growth engine (“Aggneo”, mortars, precast) => Validate and assess short term acquisition targets for “Aggneo” and “Sustainable development offer” (low carbon, energy & water efficiency, circular economy) • Contribute to digital transformation => Preempt disruption threats, Develop “Big Data” strategy, Improve the customer journey +33 (0) 6-20-60-04-36 Show less



Holcim

• Switzerland
• Wholesale Building Materials
• 700 & Above Employee

• CFO – Lafarge MEA – Sub Sahara Africa

  • 2011 - 2011

  “Capture fast markets growth & Reinforce Internal Control” => Context: Organic growth & strict monitoring of investments – Internal control focus => Scope: Managing the coordination with 10+ countries finance teams. N-1 of the Area CEO, member of the Executive Committee, Investment Committee, Risk & Audit Committee ✓ Ensure attractive Capex “Value Cases” to secure market position => €300 M/ Nigeria/ Cement ✓ Optimize Operational Performance: Secure 20 years gas supply/… Show more “Capture fast markets growth & Reinforce Internal Control” => Context: Organic growth & strict monitoring of investments – Internal control focus => Scope: Managing the coordination with 10+ countries finance teams. N-1 of the Area CEO, member of the Executive Committee, Investment Committee, Risk & Audit Committee ✓ Ensure attractive Capex “Value Cases” to secure market position => €300 M/ Nigeria/ Cement ✓ Optimize Operational Performance: Secure 20 years gas supply/ Nigeria/ €1 bn “take or pay” commitment ✓ Manage risks: Ensure understanding of Internal Control Principles => Secure implementation through Risk & Audit Committee

• CFO – Lafarge Halla Cement (South Korea)

  • 2005 - 2011

  “Integrate & Convert complementarity & differences into wealth” => Context: Lafarge acquires a majority stake in the Halla Group (97 financial crisis) - Integration completion (2005 ->) => Scope: Finance, IT. N-1 of country CEO, member of the Executive Committee, Investment Committee, Credit, Supply Chain, Disciplinary ✓ Completed Integration within the Group (business culture, segregation of duties, performance monitoring ✓ Manage the business Impact of 2007 – 2008… Show more “Integrate & Convert complementarity & differences into wealth” => Context: Lafarge acquires a majority stake in the Halla Group (97 financial crisis) - Integration completion (2005 ->) => Scope: Finance, IT. N-1 of country CEO, member of the Executive Committee, Investment Committee, Credit, Supply Chain, Disciplinary ✓ Completed Integration within the Group (business culture, segregation of duties, performance monitoring ✓ Manage the business Impact of 2007 – 2008 crisis

• CFO – Lafarge Couverture

  • 2000 - 2005

  “Storm & Crisis – Manage under deep constraint” => Context: Market turmoil (1999 storm) – Convert the crisis into opportunity => Scope: Finance, Legal, IT. N-1 of the country CEO, member of the Executive Committee, Investment Committee ✓ Managed crisis impact on the business ✓ Focus on Profitability

• CFO – Lafarge Polska

  • 1996 - 2000

  “Established footprint in Central Europe "New Frontier", Poland" => Context: Poland early 90s’ - Poland opens up its economy to investors (privatization program) – Lafarge acquires 3 cement plants in 1995 & 1996 – Footprint development “Establish footprint in Central Europe “New Frontier”, Poland” => Scope: Finance, Legal, IT, partnership with the EBRD. N-1 of country CEO, member of the Executive Committee, Investment Committee ✓ Developed the Group footprint in the… Show more “Established footprint in Central Europe "New Frontier", Poland" => Context: Poland early 90s’ - Poland opens up its economy to investors (privatization program) – Lafarge acquires 3 cement plants in 1995 & 1996 – Footprint development “Establish footprint in Central Europe “New Frontier”, Poland” => Scope: Finance, Legal, IT, partnership with the EBRD. N-1 of country CEO, member of the Executive Committee, Investment Committee ✓ Developed the Group footprint in the context of the State Privatization program and of the partnership with EBRD (European Bank for Reconstruction & Development) ✓ Meet our commitments and optimize the legal structure (merger of all acquired cement entities) ✓ Implemented Group Culture - Ensured adequate resources to support our ambitions

• Head of Financial & Tax matters – Lafarge Bétons & Granulats

  • 1992 - 1996

  N-1 of the CFO ✓ Processed business acquisitions and disposals - Reduced the number of legal entities through mergers & business transfers ✓ Coordinated hard close - Published & kept updated the localized accounting principles guide and ensured its enforcement

• Senior Financial Auditor – Lafarge Corporate

  • 1990 - 1992

  N-1 of the Audit Director ✓ Led Processes & Acquisitions audits



Deloitte

• Business Consulting and Services
• 700 & Above Employee

• Senior Financial Auditor – Calan Ramolino & Associés

  • 1986 - 1990

  ✓ M&A - Due diligences ✓ Audit ✓ Ad hoc missions ✓ M&A - Due diligences ✓ Audit ✓ Ad hoc missions