Background and objectives
Subsidiary of a major luxury group, specializing in the creation, production and distribution of products in the perfume, cosmetics and fashion accessory sectors (€100 M sales)
Interim management of the Group CFO position and management of a project to transform and improve financial processes and reporting
Our mission
Integrated into the COMEX, taking over the scope of the finance department
Relations with third parties and the Group and coordination of HR, Legal and IS management
In charge of monthly closings and Group reporting
Supervision of budget construction, presentation and landing
Animation / production of various internal reports
Ad hoc analyses for General Management and the Group
Review of internal control aspects with a view to strengthening
Supervision and leadership of the Consolidation, Controlling and Accounting teams
Subsidiary coordination (US, HK)
Steering a project to transform and improve financial processes and reporting
Deployment of a new budget preparation tool
Results
Continuity ensured, in coordination with the Group on all key issues
Improving processes and steering financial performance in a context of strong growth
Meeting deadlines
Perfect integration into the COMEX and teams
Financial transformation plan launched and finalized with the deployment of new reporting and budgeting tools
Another business case in the luxury cosmetics sector: Background and objectives
Subsidiary of a major luxury group, specializing in the manufacture and marketing of cosmetics (€300 M sales in 30 countries)
Transitional management of the Group CFO function against a backdrop of financial difficulties and the arrival of new general management to improve performance and turn around the brand.
Our mission
Member of the CODIR, takeover of the scope of the finance department and supervision of a team of 20 people (accounting, consolidation, corporate/regional/industrial management control, internal control).
Closing, monthly reporting and business review with the Group
Steering the budget process and revisions
Implementation of new reporting tools for general management and the Management Committee (CODIR)
Improved management processes (closing, budget, reforecast)
Support general management in implementing performance plans and actions to turn around the brand (rethinking distribution models in certain countries, cost reduction, optimization of production facilities, etc.).
Handling of various tax issues (CIR and other taxes) and legal issues (litigation, leases)
Results
Continuity assured
Process improvement
Meeting deadlines
Good integration into the CODIR and teams
Transformation plan underway
