Riadh Hambli

Skills: Finance Transformation · Change Management · Program Management · Financial Planning & Analysis · Project Planning

Skills: Planning Budgeting & Forecasting · Strategy · Finance · Team Leadership · Business Planning · Banking · Department Reorganization · Infor Enterprise Resource Planning (ERP) · Communication · Accounting Standards

Project Director, Overhaul of economic model framework

Diagnostic of the French FP&A function, proposal for target models in line with shareholder company business segmentation Providing support to FP&A business team, change management towards all french teams Product Owner of the project of implementing the new analytical accounting in Cegid Qualiac ERP and in IT upstream systems

Financial Monitoring of the BNPP CIB Ambition 2020 change program

Financial Services & Risk Management Consultancy - CEO Office. Creating the Function Control Management: Strengthening the monitoring of revenues and expenses, Establishing a strong Financial Control framework. Staff costs and overheads follow-up process improvement, ensuring robustness of financial controls and processes Creating a culture of forecasting by implementing a budget monitoring and budget preparation procedure.

o Responsible for the financial management, contribution to the group’s corporate strategy. o Treasury management, funding, taxation, for parent company and foreign subsidiaries. o Supervising of accounting and financial control (outsourced SGCIB, 3 staff), management reporting (3 staff). o Handling of relationships with regulatory (AMF, FSA) and tax (DVNI, IRS) authorities.  Newly created role, producing of statutory accounts (French GAAP), consolidation for shareholders (IFRS), management scorecards, presenting to executives committee, supervisory board and shareholder, interaction with third parties (auditors, regulators).  Leading role in product pricing an enforcement toward Lyxor teams (sales, structuring) and investment bank teams (engineering, trading).  Set up of foreign subsidiaries (Luxemburg, Japan), merger with SGAM Alternative Investment, investment analysis to support overall business goals.  Implementing regulatory compliance frameworks and controls, monitoring of operational risks and securing cash flows and payments, transfer pricing.  Leading key initiatives that support overall strategic goals: Migration to the People Soft accounting platform (Accounts payables, General Ledger), Implementation of KPI’s per portfolio on Hyperion Essbase MIS system for CEO and group CFO offices.

Financial reporting to the parent company in the Netherlands, control of overheads and budgeting process. Creation of a cost control on a per-fund and per-market basis. General accountancy manager (outsourced : 2 staff) : writing of financial statements, tax and social security filings, consolidation of institutional client accounts for shareholders, management of relationships with providers. Manager of the Customer Middle Office department : reception and transfer of customer trade orders, calculation and payment of grantbacks to customers, management of relationships with institutional investors and investment advisors. Interim manager of back-office, middle-office and UCITS reporting (6 months) : supervisory of the valuation of 20 UCITS, transaction quality control, performance attribution, management of a team of 5 people.

In charge of assessing banks’ profitability : analysis of individual banks’ contribution to overall revenues, reporting of quarterly net banking income and overheads on a per branch and per client basis, facilitator of the process for establishing the sales team’s revenue targets. Overhaul and migration of the performance management system towards Essbase/Hypérion, preliminary studies for the implementation of profitability measurement tool and an ERP system. Management of a team of 2 people.

1997 - 1999 Head of Cost Control Department In charge of monthly reporting to the parent company; budget controlling and management of the yearly bugeting process. Contribution to major projects : computerisation of all market activities and listings, changeover to the euro, corporate restructuring. Supervising 2 people. 1995 -1997 MATIF S.A. – Deputy Head of Cost Control Department Project manager for the overhaul of the operations data management system : requests for proposals and selection of an Executive Information System capable of producing key operational indicators. Set up of an activity-based cost control system, interviews with heads of department, project committee, mapping of activities. 1991 -1995 MATIF S.A. – Cost controller