Helena Antoniadis

- Managing the EMEA marketing budget for Disney+ with a focus on Media and Campaign spent. - Collaborating with the broad Marketing EMEA team and all finance territories teams. - Consolidating the forecast processes and enabling regional marketing strategy management.

- Elevated monthly sales and retail estimate processes, enhancing clarity and resolving long-standing issues through a thorough audit of the tools, calculations, responsibilities, and flow of information. - Delivered a sales forecast estimate tool with enhanced number accuracy, optimised wholesale to retail ratio calculation, and improved data flow and user experience, resulting in an impressive forecast improvement from +5% to +11% - Improved the retail weekly report by implementing automation, accuracy checks and user-friendly data input for non-finance field staff. - Conducted assortment analysis for Tom Ford, leveraging retail, sales and merch data to simplify assortments, reduce complexity, and enhance overall stock management. Reducing the assortment from 10 to 5 models.

Collaborating with the group CFO, brand VP and leadership team to pilot the financials of the region (turnover $600M) including the consolidation of 18 subsidiaries, defining the long-term strategy and budget, leading the monthly rolling forecast and month-end close processes.

As a Business Partner to the General Manager, I piloted the financials and provided strategic thinking from Retail ($200M) down to Profit level to influence decision in line with the strategy. I supported the commercial team on the management of 2 key accounts (Lagardère and DFS) and provided financial guidance to the corporate retail team of Europe South. While responsible for driving all financial aspects of the brand, I have demonstrated the following competencies: •Leadership and cross function collaboration: by leading the annual budget and owning the 3-year plan process, collaborating with the regional leadership team, all local departments and HQ •Customer centric: by thoroughly understanding the needs of the team and financial gaps in processes, to provide tailored solutions and develop financial awareness •Communication: by building trustworthy relationship with open communication at all levels and with all team members, such as with budget owners by organising monthly meetings for budget alignement. This is a critical skill to gain a holistic understanding of the business and position finance as a key contributor in all aspect of the organisation •Problem-solving: by leveraging my agile mindset to provide solution-oriented recommendations for P&L management to optimise OPEX, monitor profit, and improve the overall forecast accuracy and earned the trust of the general manager to fully own and lead the monthly rolling forecast P&L •Project management: by piloting the first TR door count reporting, defining the process, and coordinating the global implementation, which enabled distribution visibility allowing tracking of productivity for non-staffed accounts •Time management: by managing all regulars and ad hoc reporting to HQ and setting up internal deadlines and calendar •Teamwork: by engaging with all departments bringing financial expertise to all area of the business

As a newly integrated business within the LVMH portfolio, I was responsible for the consolidation and reporting of the brand with the main mission of assessing, defining, and implementing new controlling tools for the 5 subsidiaries of the Maison. As the unique point of contact for the holding and internal stakeholders, my responsibilities were: - Defining and implementing efficient controlling tools and processes for month-end, P&L, Balance Sheets, inter-company, and consolidation, in line with group standards and reporting requirements - Supporting the operational teams during the final phase of the ERP implementation (SAP) to ensure accurate financial statements and efficient use of the system - Setting up new working files and new internal processes, with the support of a Junior Controller.

As a key business partner to the General Manager and leadership team, I was responsible for supporting financial and strategic projects, as well as the day-to-day operations. With the management of a Junior Controller, my principal areas of responsibility included: - Profit Management: Working with the General Manager to achieve HQ targets and identifying opportunities for efficiency and performance improvement, such as reducing testers budget by -22%. Collaborating with the Commercial Director and Sales team on monthly sales rolling forecasts and assisting with the negotiation of trade terms - Strategy: Collaborating with the Senior Management team to redefine the business model of the subsidiary with evaluation of various scenarios to achieve long-term profitability. Creating P&Ls by door to assess profitability, leading to the closure of less profitable doors and reinvestment in those with greater potential - Controlling: Producing and reporting P&Ls, Balance sheets, and Cash flows to HQ. Leading the 3-year plan process and reviewing budgets with Directors on a monthly basis. Implementing and managing a retro-planning calendar and ensuring best practices across the controlling and accounting teams. Serving as a key finance contact for team members, auditors, and HQ.

- Definition, estimation and follow up of restructuring provisions due to acquisition in February 2011. - Implementation of controlling and processes as LVMH accounting and internal control standards, with new POs process, T&E process, cash control, payment process. - Integration in local accounting software (QuickBook) of LVMH P&L definition and analytical coding. - Set up of controlling tools such as Sell-In analysis, Cash forecast, Payroll trackers, Budget Rolling forecast. - Insourcing of accounting service and hiring of an accountant with management responsibility. - New accounting priorities defined for Accountant for efficient control. - Building the 1st Budget for Boardmeeting held in June 11 and Revision in October 11 and March 12. - Creation of trackers for all teams with monthly review of actual vs Budget and rolling forecast, - Responsability of monthend for UK and US companies with Group consolidation. - Communication to Management team of accounts (P&L, B/sheet), with highlights and comments, - Work with LVMH french legal team to re-issue retailer contract under LVMH standard. - Support of integration in LVMH US, with payroll team, legal team and finance team. - Coordinate with US tax consultant for all US tax matters.

- Work closely with the Senior Financial Controller (FC) on DIOR UK, Ireland and on the Shared Services Centres (SSC), supporting the business by working with the sale and marketing team to build budgets, manage costs and provide ad-hoc analysis. - Prepare and report the P&L and balance sheet for closure, instruct the accounting team and review the expenses, postings and accruals. - In charge of the preparation and reporting of the Gross to Nets Sales rolling forecast with comments and analysis. - Involve with full budget and revision process including specific responsibility for Gross to Net Sales, overheads expenses, SSC costs, balance sheet and cash flow forecast. - Create and implement trackers for overheads and SSC costs, a key cost management tool for budget controllers. - Meet every month with budget controllers to review trackers, understand variances and ensure budgets targets. - Full responsibility and accountability for all ACQUA DI PARMA finance reporting. - Management responsibility for one staff member - Work closely with brand manager on a daily basis - Full preparation of budget and presentation to Region Management