Antoine Lavoine

Missions : - Directeur d’un portefeuille de projets de déploiements SI Finance sur un scope multi pays et multi domaines : gouvernance des projets, revue des livrables métier, pilotage RH de l’équipe projet et suivi budgétaire - Lead fonctionnel : Assistance à maitrise d’ouvrage (comptabilité, trésorerie, consolidation et contrôle de gestion), paramétrage des outils, design d’interfaces avec des outils trésorerie et de gestion des opérations, assistance à la migration de données, suivi de recette utilisateurs, co-conception plan de bascule, suivi post golive - Coordination de la transformation finance avec la transformation globale (RH, IT, Opérations) suivie par la direction générale et par le fonds d’investissement actionnaire du client

- Directeur de projets de déploiements ERP Finance et EPM sur un scope multi pays et multi fonctionnel (comptabilité, contrôle de gestion, consolidation) : gouvernance des projets, revue des livrables métier, pilotage RH de l’équipe projet (max : 12 personnes) et suivi budgétaire (2 M€/an) - Assistance à maitrise d’ouvrage sur les domaines : comptabilité, trésorerie, consolidation et contrôle de gestion

Mission en Management de Transition --> Construction Roadmap SI Finance (workday et salesforce) + Suivi --> Management de l'équipe AMS ( 5 personnes) --> Qualification des tickets de support / traitement de tickets / --> Management budgétaire (700k)

- Pilotage de l’implémentation d’un ERP unique pour toutes les filiales du groupe : animation de la gouvernance projet, analyse d’écarts entre modèle local et siège - Co Pilotage de la refonte du core model finance sur les aspects comptables (clôture, IFRS), trésorerie (rapprochement bancaire et tableaux de flux), contrôle de gestion (refonte de la structure analytique et refonte du reporting financier) - Management d’équipe : gestion de 2 collaborateurs

Consultancy missions in organisation and information systems around the financial department (accounting, management control, treasury) - Accounting: optimization of the accounting closing process: process and tool (ERP), implementation of an IFRS chart of accounts and structuring for IFRS 15 and 16, optimization of the customer invoicing process (income recognition, invoice document, customer reminder strategy, bank reconciliation) - Management control: redesign of the analytical framework to take into account new activities of an IT department and implementation in the Business Intelligence tool, financial monitoring of a portfolio of projects aimed at creating a new player in the insurance sector (budget of €15 million) - Treasury: implementation of electronic signature and reports to monitor the treasury plan - Management of ERP implementation projects: needs framing, project governance, task prioritization, deliverable review, user training, user acceptance animation, data migration, - Team management / coordination: 9 people ==> Results: change to a closing at D+1 for accounts receivable (instead of D+3) allowing a closing at D+2 for general accounting,

Consulting missions in organization and information systems  Management control: evolution of the budget process following the implementation of SAP (updating of the analytical framework, implementation of data in the tool, report construction, implementation of indicators, operational support on the first post-implementation process)  ERP implementation projects needs collection, project governance, tasks prioritization, deliverables review, user training session drive, user acceptance tests drive, data migration strategy definition, post-go live support Results: Success of the new budget process (1.5 months instead of 3) on a turnover of 100 million euros / 5 activities / 300 employees

 Functional consulting: workshops animation, setup, user training session animation, user acceptance test session management, data migration strategy, post-golive support

 Functional consulting: workshops animation, setup, user training session animation, user acceptance test session management, data migration strategy, post-golive support

 Management control: Animation of the budget process for the support functions (initial budget, quarterly revisions, budget versus actual monitoring with analyses)  Closing (monthly, quarterly and annual ones) and Reporting to the parent company based in Denmark  Internal audit on inventory management by the after-sales service (SAV)  Super user on the SAP CO module (Controlling): training of new entrants, management of the analytical repository, user acceptance tests when upgrading to the ECC6 Results: 85% reduction in the gap on SAV inventory in year Y+1 following the implementation of the action plan proposed and validated by the CEO