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Network Power<100 people
Roles
✔️100%
IT
🧑💼100%
C-level Executive
🧑🔬100%
Engineer
Geos
🇫🇷100%
France
Work Background
L'OréalFinance Director - Luxury Division
May. 2018Geneva Area, SwitzerlandManaging a 3-member team / Member of the Executive Committee
In my role as Finance Director, Luxury Division with L’Oréal Suisse SA, I am responsible for managing monthly closing, including P&L, reporting, and stock analysis. It is my duty to direct the integration of new brands, such as Valentino, Mugler, Azzaro, and Prada. I also oversee the annual budget, with responsibility for Turnover, Gross Margin, Media Expenses, OPEX, Payroll, Treasury, FX management, and transfer pricing. I am tasked with ensuring the timely development and implementation of new commercial planification tools.
Below are my Key Contributions in this role:
+ Achieved Green rating in Internal Audit 2020.
+ Spearheaded Retail Reshape Project to devise global analysis for calculating Return on Investment for Swiss Department Store.
+ Received recognition for creating a strong Finance Team during the COVID pandemic for €100M division and securing business fundamentals such as Turnover, EBIT, and ROI.
L'OréalFinance Director - Active Cosmetics Division
Mar. 2015 - Apr. 2018Geneva Area, SwitzerlandManaging a 3-member team / Member of the Executive Committee
In my role as Finance Director, Active Cosmetics Division with L’Oréal Suisse SA, I was tasked with leading, training, and mentoring a three-member team, while serving as a Member of the Executive Committee. It was my duty to oversee monthly closing, including P&L, reporting, asset management, and stock analysis. I was assigned to administer the division budget, with full P&L responsibility, as well as Turnover, Gross Margin, Marketing Expenses, OPEX, payroll, treasury, transfer pricing, FX management, and transfer pricing.
Below were my Key Contributions to this role:
+ Achieved a Green rating in Internal Audit 2016.
+ Supported Active Cosmetic Division strategy, worth €50M, through a strong cross-border/weak Euro period.
+ Maintained market shares by creating pricing and valorisation strategy in collaboration with Executive Committee.
+ Integrated retailer centralisation/rationalisation project, as well as supervised integration of new brand, Cerave.
L'OréalFinancial Controller / Sales Administration Manager - Professional Products Division
Mar. 2011 - Feb. 2015Geneva Area, SwitzerlandManaging a 3-member team
In my role as Financial Controller & Sales Administration Manager, Professional Products Division with L’Oréal Suisse SA, I was hired to manage sales controlling, including turnover follow-up, year-end rebates, closing, and sales forecasts. I was responsible for overseeing monthly closing, such as P&L, stock analysis, and reporting. I also ensured the timely and accurate completion of financial reports.
Below were my Key Contributions to this role:
+ Achieved a Green rating in Internal Audit 2012.
+ Spearheaded integration of new Brands (Decléor, Carita) to Shiseido in 2012.
+ Recognised as a strong Business Partner for Commercial Team during the restructuring period.
+ Led integration of new FP&A L’Oréal Group tool (Compass), from scratch, within the division with €40M cost in collaboration with Project Team.
TOTALHead of Controlling
Mar. 2008 - Feb. 2011Geneva Area, SwitzerlandIn my role as Head of Controlling with Total Suisse SA, I was assigned to manage monthly closing, including P&L, reporting, and stock analysis. My duty was to ensure timely development and implementation of new commercial planification tools.
Below were my Key Contributions to this role:
+ Spearheaded all facets of Oil consignment Management + Directed and monitored the 5-year plan forecasts.
+ Received recognition for studying Acquisitions Business Cases.
LosingerFinancial Controller
Apr. 2006 - Mar. 2008Geneva Area, SwitzerlandSuccessfully oversaw budgeting and following-up construction sites.
+ Monthly Closing: P&L, Operating expenses, honorary expenses, Close work with Local Accounting
+ Budgets: Turnover, payroll forecasting, margin follow-up
+ Variance analysis: Budget, workforce, performance indicators
GaldermaPlant Cost Controller
Sep. 2005 - Mar. 2006Alby-sur-Chéran, Auvergne-Rhône-Alpes, FranceSuccessfully replaced a Controller during her 6-month maternity leave with strong operational implication (MOVEX)
+ Monthly Closing: Inventory, P&L, Price Purchase Variance
+ Variance analysis: Budget, cost of non-quality,
Plastic Omnium Auto ExteriorPlant Cost Controller
Apr. 2004 - Sep. 2005Anderson, South Carolina, United StatesSuccessful experience in Automotive Supplier (BMW - General Motors) during an 18-month “VIE” in South Carolina. Created from ground up the Cost Controller role for the fast-growing plant.
+ Monthly Closing: Inventory, P&L, PPV, full P&L (US GAAP)
+ Budget: Sales, Material Margin,
+ Start-up costs: New Cars Projects simulation, Cost per part, Hourly Rates
DanoneCost Controller
Jul. 2003 - Mar. 2004EvianInternship in Evian Mineral Water Bottling Plant
+ Industrial Reporting, Cost per part, FRET follow-up and SNCF
+ 2004 Budget & Performances indicators
+ Preparation for the SAP migration
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