Alain Gelibert

Lead executive mandates for Private Equity sponsors, Boards, and CEOs navigating cash distress, restructuring, or scaling bottlenecks. • Liquidity & Working Capital: 13-week cash visibility, cash recovery, DSO/DPO optimization, debt covenants. • PE Governance & Reporting: Board pack architecture, monthly investor reporting, KPI dashboards, bridge analysis. • Finance Target Operating Model (TOM): Team right-sizing, closing acceleration, accounting automation, ERP overhaul. • Business Transformation: Post-acquisition integration, carve-outs, network transition, cost-out programs. • Executive & People Leadership: Restructuring and upskilling finance teams (up to 40+ FTEs); instilling a culture of accountability, breaking operational silos, and aligning team delivery with C-suite and investor targets.

• Selected Mandates & PE Advisory: Strategic Cash & Balance Sheet reviews, Buy-side FP&A Due Diligence.

Mandate: Rebuild finance governance from the ground up, secure liquidity, and provide investor-grade visibility. • Secured €1.0M cash improvement within 6 months by enforcing strict working capital governance, daily cash tracking, and a rolling forecast framework. • Restructured an immature finance function: defined and rolled out a comprehensive Target Operating Model across accounting, reporting, controlling and internal controls. • Developed integrated multi-year financial models to evaluate strategic cash runways, capital deployment, and PE growth expectations.

Mandate: Restructure finance operations and build the multi-year financial roadmap for network expansion. • Designed the Group Finance Target Operating Model aligning accounting, controlling, treasury, and management reporting. • Piloted the 2024–2028 Strategic Business Plan across retail and e-commerce divisions, modeling margin targets, CAPEX allocation, and cash impacts. • Led group finance transformation: automated core accounting routines and implemented Oracle NetSuite Planning & Budgeting (NSPB), reducing monthly close by 5 days and cutting the annual budget cycle by 3 weeks.

Mandate: Finance lead on the strategic conversion of company-owned supermarket network to affiliate franchises. • Controlled a €500M+ operational cost perimeter across corporate and affiliate retail footprints. • Structured the financial modeling and execution framework for the network conversion master plan, safeguarding EBITDA and inventory valuation. • Deployed Power BI operational dashboards to the Executive Board to monitor labor productivity, store margins, and leakage.

Mandates: Post-acquisition finance stabilization, Target Operating Model (TOM) overhaul, and investor-grade board reporting. • Steered a 6-workstream finance transformation; deployed a modernized Finance Target Operating Model and internal reporting framework, eliminating legacy closing bottlenecks.

• Re-architected board-level performance packs to provide PE sponsors with granular clarity on EBITDA drivers and cash burn; instituted enterprise rolling forecasts and operational QBR governance.

• Full P&L, balance sheet, and cash responsibility for a €200M revenue business unit; executed a complete operational turnaround. • Delivered €1.0M+ annual cost reduction through zero-based vendor renegotiations and structural overhead optimization. • Directed digital finance modernization (5 enterprise system deployments) while leading and mentoring a 40-person finance organization. • Recognized with global internal awards: "Finance Country of the Year 2016" and "Best Improved Finance Country 2015".

• Full financial ownership of €100M revenue business unit, driving operational profitability and strict working capital control. • Decreased bad debt write-offs by €0.5M through revamped credit management and credit-to-cash workflows. • Increased Finance Employee Leadership Satisfaction Index from 23% to 86% across a multi-country shared service footprint.

• Full P&L / cash protection during sovereign debt crisis.

• Steered capital planning and regional performance across European markets.

• Capital allocation governance for aviation, hub and country investments.

• Operational costing and route profitability modeling.