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Click here or scroll down to respond to this candidateCandidate's Name
EMAIL AVAILABLE PHONE NUMBER AVAILABLE1Versatile leader entrusted with transforming organizations modus operandi into more efficient structures to reach their objectives while navigate uncertainty. AREAS OF EXPERTISEPROFESSIONAL JOURNEYAMC NYLON Oct 12- PresentPrincipal2023 Present- Miami: Hublot (LVMH): Engagement to optimize the financial activities in several areas within the Finance function: Treasury, Veba & Tax compliance.2022-Present: Subject-Matter expert advising on industry and functional matters2018- Miami: La Perla: consulting engagement to help exit the lease with a particular sensitive Landlord2015 NY: Oscar de la Renta: Interim CFO in charge of orchestrating the Asset-Based Loans (ABLs) financing, directing the Research & Development (R&D) tax credit result- ing in doubling the IRS credit and redefining the shoe division for a more focused and cost-efficient development of the collection (rationalization of shoe sampling/batch production)2015 NY: Viability analysis of a consumer product in the US (baby accessories)2014-London- Darmstadt (Germany): Merck KGaA: Collaboration services in a compliance mission in the hospitality expenses (biopharma division) along with internal audit support in the assessment of the cash management & month end closing procedures2014 -NY: Modelling the financials for the launch of an Indian high-end jewelry retail business in the US2012-2013 London-Oslo: Pearson Plc: Consulting for its publishing companies in London (former Financial Times) & learning management system affiliates in Oslo (former Fronter)The German School of South Florida- Non Profit June 22- Oct 23 Executive Member & Treasurer: Activities of Fundraising CHOPARD USA Apr 18- March 22CFO/COO Western Hemisphere (Miami, FL)Reporting to the Americas CEO in charge of the Region under 2 different business models: (subsidiary for North America & agent for LatAm/Caribbean/Canada). In charge of Finance, Supply Chain, Operations for the region.Highlights: Conversion of the firm from a statutory loss position into a positive entity in less than 4 years under 2 main angles:Fostering cultural transformation in the organization to encourage full synchrony of the team activities. Increasing the visibility of the operations by enhancing the quality of the information treated across the functions from the beginning of the flow (data source) and during the journey along the different parties, which allowed to identify main drivers moving the needle. Increasing the capacity of the departments to deal with essential duties by releasing time via the automation of routine processes (such as disbursement automation from Oracle to HSBC ) & exploiting tools that are more efficient for large data management (interface Avalara/Cegid-POS for the sales tax filing across the different US States saved 1 week work of 1 person & minimized errors while ensuring compliance with authorities) Simplifying processes by standardizing flows allowing the teams to focus on solving exceptional transactions/anomalies Teaching best practices and knowledge by fostering open communication and 360 interactions transforming the silo organization into a collaborative & more efficient working environment -Charted the development of the digital and ecommerce platform (Magento) doubling its scale and seamlessly integrating the Brick & Mortar distribution to function as an omnichannelPrepare the organization to cope with a more ambiguous future by: adding flexibility to the organization (dual sourcing for the supply chain partners to ensure scalability and alternate solution if failing suppliers) adding redundancy in critical areas to ensure continuity of operations while mitigating risk of disruption (payment processors using Chase/Adyen, human capital cross training as back up) inspiring curiosity towards novelty such as rolling out new payment means in retail & wholesale to facilitate & support the sales (Alipay, WeChat, CUP, affirm, Pay- tweak) and exploring using new platform for loss prevention activities in ecommerce reinforcing controls to mitigate non-compliance risks in fiscal areas (strong clean up of questionable legacy and implementation of strict controls to correctly collect and file sales tax), in industry specific areas (audited by the RJC -Responsible Jewellery Council in 2019 without recommendations noted) and operational areas (coor- dinated the ADA cases, successfully coordinated the immigration cases of intra-company transfers, managed the full recovery of receivable for key client in distress) reconfiguring main employee benefits (401k, health care plans) to be enhanced, relevant and meaningful to employees to ensure nurturing the human capital as key initiative to navigate new situations while still constraining company cost TRESOR IMMOCFO/COO (Miami, FL) Commercial Real Estate-affiliate sister company of Chopard. In charge of evaluating prospective tenants, coordination of leasing review, day- to-day operations along with approval of CapEx and monitoring of the Budged & Annual review. Ability to see through and anticipate needs and opportunities to properly reallocate resources. Strategist -Scalability of process- forward thinker Catalyzer of ideas into actual projects; daring to challenge status quo for better alternatives. Ability to simplify and explaining complex issues across diverse parties cross functional alignment. Advocate for excellence, high quality and durability of what we do -Fixer & Builder for endurance. Leader in directing remote and diverse teams sponsoring cross functional collaboration cultural sensitivity. Interface between teams reducing getting lost in translation - listener and translator of technical language into relevant communication. Mentor, coach, and enthusiast in creating working and efficient organizations.[Type here] Candidate's Name 2LA PERLA NORTH AMERICACFO Americas (NYC, NY) Apr 16- Mar 18Reporting to the CEO Americas & to the Global CFO (Italy) on all financial, systems, logistics & administrative functions for the Americas market. Scope covering the Retail distribution via directly operated stores (FSS in the USA & Concessions in Mexico) along with the Wholesale distribution in the North America Region. Highlights: Organized the partners in Mexico to process the local accounting/audit/taxes/banking of the new subsidiary along with the import/logistics operator which lead to the opening of a second boutique at El Palacio de Hierro department store and turning the subsidiary into positive profit in less than 2 years Coordination of the 3PL provider to reduce the imports lead time by 50% by deploying a new configuration of the logistics flow: decentralization of warehousing and direct drop shipment Orchestrated the 1st Sale US Customs Protest to apply import duties based on the 1st sale principle (filing protest expected decrease of the landed cost by more than 30%) Managed risk matters on a legal aspect real estate management, renewals including construction projects (liens) and coverage policies (insurances, bonds, etc) and Contract Administration-AIA billing IP and ADA cases Reduced the cash flow tensions by implementing a more accurate cash flow projections, renegotiating vendor commitments, accelerating asset conversion and deploy- ing strict expenditure policies. Optimized the credit payment processing at the stores pairing compliance (PCI) with an improved customer experience (contactless, fast, easy) Managed the IRS Federal audit without any adjustment. 14 years of professional career at LVMH in 4 roles -Controlling, Internal Audit, VP Financial Planning & CFO- in 2 Continents LVMH -DONNA KARAN INTERNATIONAL, former affiliate of LVMH Group Aug 10-Sep 12 Vice President Financial Planning (NYC, NY-USA)Reporting to the global CFO of Donna Karan on the strategic planning and transversal projects related to the 5 businesses: Donna Karan, DKNY, Jeans, Retail & LicensingLed the budget and strategic plan (5 years plan) across the Donna Karan companies (14 entities)Produced the financial reporting for senior management (CEO Donna Karan & LVMH Executive Committee members)Drove the quality improvement of the financial data for internal and external reportingCoordinated transversal projects ad hoc and served as a liaison with the LVMH Head Quarters (Paris team)Oversaw all the Capital Expenditure (over $20 Million/year in diverse projects: full price stores, outlets, POS in wholesale doors & IT projects) Highlights: Developed a common financial report synchronizing the different formats across the parties on a user-friendly retrieve mode: Divisions, Corporate, LVMH; this project enhanced the accuracy and completeness of the accounts mapping across information systems (JD Edwards, Cognos, Syrus - Oracle Hyperion) Coordinate the acquisition of license (DKNY Jeans) to be part of the Branded portfolio (M&A operation) Improved the financial planning process by correcting inadequate design configuration, improving visibility and data integrity. Drove a culture of automation of financial planning processes, which increased the speed on the consolidated financial data generation from 1 day to 5 minutes Identified new business opportunities through the leverage of my extensive network at various brands and levels within LVMH & across the industry. LVMH- DE BEERS DIAMOND JEWELLERS, former JV of LVMH Group Feb 06- Aug 10 CFO (NYC, NY-USA)Reporting to the CEO North America on the financial and administrative function to support the development of the business in the largest jewelry market worldwide.Defined and set up procedures to cope with a sustainable growing business: double digit growth since 2006 and doubled the distribution network in 08.Evaluated new strategic business initiatives: prepared and presented the scenarios for the opening of new distribution channels (wholesale through Department stores & Independent High Jewelry) along with the roll out of the own retail network across the USSet up all the back-office functions for the brick & mortar stores (10 direct stores) and the E commerce site.Directed the annual budget/planning process for the US market and managed accounting, treasury, IT & fiscal functions: coped with a California State audit & an IRS audittransfer price related.Oversaw the HR function for the USA market: payroll & benefits administration, labor related matters.Oversaw the logistics operations (import/export) of permanent and TIBs entries Highlights: Successful streamlining the relationship with US Customs reducing the time-to-market & improving the cash flow position for the customs duties payment and reim- bursement of the duty drawbacks within 3 months versus 1,5 years. Convinced our supplier to mount the jewelry locally to take advantage of duty savings (5,5%) & increase the flexibility on the inventory management. Directed main initiatives to reduce overhead costs: drastic vendor database optimization gaining power of negotiation- central & electronic invoicing, annual bid- dings. Initiated the project to migrate to a digital document management. Coordinated several commercial initiatives such as the launch of the private label financial program for customers (De Beers payment card) and CUP card Involved in the new store leases across the US, renegotiation of subleases & directed the smooth move of corporate offices in NY (Mid-town Manhattan) Enhanced the exploitation of the financial information (SAP) by normalizing the information capture (complete & relevant data) to ensure a meaningful, fast and user- friendly reporting & analysis along with the use of modules embedded in the ERP that were not active (accruals) Reinforced measures to tight inventory control and developed the Friends & Family inventory liquidation program. Hired and developed a fantastic international and multicultural finance team working efficiently in a startup environment where now are these persons are executive in international firms (SAP, Private banking)LVMH Group- Louis Vuitton Mot Hennessy Mar 01- Feb 06 Senior Group Internal AuditorBased in the US Head office, New York-US 2 years (2001-2003) & Group Head office, Paris-France 3 years( 2003-2006) Large expertise in risk assessment in the luxury market across the former 5 LVMH Branches: Fashion, Wines & Spirits, Perfumes & Cosmetics, Watch & Jewelry and Selective Distribution. Proven experience in providing senior management with recommendations to improve the efficiency & internal control of the organizationsDirect involvement in the design of the scope and methodology to be deployed within the LVMH entities to ensure compliance with SOX (Sarbanes Oxley) & LSF (Loi de la Scurit Financire) before there were softwares in the market to cope with the new regulations.Managed a team for each audit mission ensuring appropriate training is transmitted & staff is developed: oversaw the findings, set the tone of the senior management presentation and facilitated the understanding of the audit recommendations and deliverables. Promoted the transfer of best practices across Group[Type here] Candidate's Name 3Successful performance of COMPLEX MISSIONS with highly sensitive environment o Miami Cruise Lines (USA): Review of the tri-party post-acquisition contract with Carnival Corporation (cruise ships business) related to Advertising expenses. o Donna Karan (USA): Risk assessment of the foreign exchange exposure (FX) and hedging practices with recommendation on methodology used to calculate the forex risk (European wholesale business/Asian raw materials purchasing) o LVMH Group charity, donations & gifts (Corporate): Review of the management of the corporate charities, donations & gifts provided by LVMH o Bodegas Chandon (Argentina): Assessment of the Human Resources compensation policy and measures taken during the 2001/02 crisis (currency devaluation) spe- cially for the key employees (Expat employees).o Schieffelin & Somerset: JV Diageo/LVMH, team up with Diageo internal audit team to review the Advertising & Promotion expenditure process, including funds to the trade and legal compliance according to the US Alcoholic Beverage industry. Scope of audit missions performed:FASHION & LEATHER GOODSo Kenzo (Japan): Assessment of the operations for the licensing business, own managed doors & shop-in-shops including the special sales (gaisho sales) o Fendi & Givenchy (Japan): Review of the product life cycle management (end of season management/inventory liquidation process) o Thomas Pink (USA/UK): Assessment of the costing methodology (BOM) o Loewe SA (Spain): Risk assessment of the Materials Requirements Planning (MRP) system for the Leather & Ready-To-Wear division. Review of the retail POS-RaymarkWATCH & JEWELRYo Tag Heuer (Switzerland): Review of the procurement process & inventory management o De Beers & Chaumet & Fred (Japan): Assessment of the internal control of the retail operations including the special sales (gaisho sales & department stores card) o Watch & Jewelry Division South East Asia (Singapore): Assessment of the Shared Services Center operationsWINE & SPIRITSo Mot & Chandon, Veuve Cliquot, (former) Pommery Maisons (France) & subsidiaries in Spain, Germany, Italy, UK, Belgium: Assessment of the credit management for the European markets: 2002 audit recommendations on the credit management & cash collection were used as the basis for the LVMH credit management policy issued by the Wine & Spirits and Parfum & Cosmetics branches o Bodegas Do Brazil (Brazil) Review of the import process and local production of still wine o Domaine Chandon (California, US): Review of the operations for the local production of sparkling and still wine in CaliforniaSELECTIVE DISTRIBUTIONo Sephora (Greece, Spain, Italy, USA): Risk assessment for the retail operations & inventory replenishment o DFS (Singapore): Review of the internal control of the worldwide Shared Service Center (SSC) for the Duty Free Shoppers operations o Miami Cruise Lines (USA): Review of the warehousing (bonded & non bonded) & logistics (traffic) operationsPARFUMS & COSMETICSo Parfums Christian Dior (US): Review of the logistics in the US & the secondary market liquidation o Parfums & Cosmetics Belgium: Review of the front & back office operations (Shared Service Center) for the fragrance & cosmetic division in Belgium o Parfums & Cosmetics USA: Review of the back office operations (SSC) for the fragrance & cosmetic division in the USA with special emphasis on the charge backs man- agement & management of the secondary marketLVMH- PARFUMS GIVENCHY, Miami, USA) Nov 98 - Mar 01 Western Hemisphere Division ControllerReporting to the president of the WHD (Western Hemisphere Division) covering the Duty Free market (North America, Latin America & Caribbean) and Local Market in Latin America, including leading the 3 new subsidiaries (Mexico, Argentina and Brazil) for all financial & administrative matters Directed the planning process (budgets, forecast) and actual activity for the Division: over 300 wholesale accounts including monitoring and coordinating the Co-Opt budget within local agents/airport operators for brand development (demos, launch events, commissions, volume rebates)Led the framework with our partner Baker & McKenzie to minimize the local tax exposure of the division (transfer price exposure) amid 3 subsidiaries in LatamRedesigned the process for monitoring the operational costs by developing analytical tools (database) to improve the efficiency and accuracy of the expenses codingCoordinated the implementation of the essbase system for budget and reporting purposes (super-user) and the oversaw the preparedness for the Y2K glitch. DANA PERFUMES SA, Subsidiary of the former Renaissance Cosmetics Inc. (Barcelona, Spain) Feb 97 - Aug 98 Marketing Manager responsible for the product development & launch of the perfume brands priorite, golf and impossible in the Spanish market. Supervised the marketing agencies for the Creative work (FCM, Vinizius Young & Rubicam) & PR agency (Shandwick).Improved the contribution margin of the products by changing the configuration of the packaging to serve as POSM and freight packagingPioneer to introduce in Spain a new translucent material as the packaging for the launch of the man fragrance: GOLFBrought innovative communication elements by adding the Braille coding to the labeling (1st perfume brand to use Braille in Spain) ARTHUR ANDERSEN & CO (Barcelona, Spain) Sep 95 - Feb 97 Auditor specialized mainly in the service industry covering hospitality business, sports industry, healthcare industry (hospitals), wineries & publishing companies LOREAL (Brussels, Belgium) Jun 95 - Sep 95Marketing Research Analyst configured a database for GEMEY to optimize the merchandise by channel of distribution across the Belgian market EDUCATIONMBA from ESADE (Barcelona, Spain) 1995CEMS MIM: Master in International Management@ Louvain School of Management (IAG) - Belgium (1996) BACHELOR OF BUSINESS ADMINISTRATION (BBA): Program in International Management by ESADE & Richard Ivey School of Business,(Honours program) at The University of Western Ontario, Canada (1994) Languages & Certs: English. Spanish, French with basic knowledge of Italian & German CIA (Certified Internal Auditor since 2007) Non Active |
