Isabelle SEMENCE

- Comptabilité / Finance :
• Piloter et être le garant de la production des comptes sociaux.
• Superviser les clôtures mensuelles.
• Assurer les clôtures annuelles et la consolidation statutaire.

- Contrôle de gestion :
• Développer et pérenniser une comptabilité analytique industrielle performante.
• Assurer le suivi des prix de revient mis, contrôler les marges des produits et services vendus, et des projets.
• Développer et fiabiliser des indicateurs de pilotage pour chaque programme de production dans une démarche d’amélioration continue (performance machines, couts des matières, taux de rebut ….)
• Assurer la production du reporting mensuel et animer le processus budgétaire (budget et business plan) en collaboration avec la direction général et alerter sur les écarts par rapport aux prévisions.

- Trésorerie :
• Optimiser le BFR
Contrôle exhaustive & optimisation du processus « order-to-cash ».
Contrôle exhaustive & optimisation de l’encaissement notamment suivi systématique du poste client et de la balance âgée ; réduction du DSO.
• Elaborer les prévisions de trésorerie mensuelles.

- Conduite du changement / système d’information
• Participer au choix et au développement des systèmes d’information.
• Coordonner et mener la mise en place de nouveaux outils de gestion le cas échéant.

- Suivie des obligations légales, sociales et fiscales
• Déclarations fiscales (TVA….)
• Paie et déclarations sociales (DADSU ……)

- Accompagner les opérations de croissance externe et de haut bilan :
• Participer au montage des plans de financement, de nouvelles lignes de crédit …
• Analyses stratégiques et évaluation de cibles et de projets potentiels, évaluation et valorisation d’entreprise, revue de BP.
• Participation aux négociations, dues diligences et coordination des différentes parties prenantes (banques, avocats, actionnaires, consultants ….)
• Gérer avec méthode la période post acquisition et être un des acteurs clés du succès de leur intégration.

- Optimiser et renforcer les processus opérationnels, comptables et financiers, en général et notamment les procédures de l’Administration des Ventes (ADV).

- Gérer la relation avec les intervenant extérieurs et partenaires financiers tels que les banques, les Commissaires aux comptes, les avocats, l’administration fiscale.

Bodyguard (innovative start-up for individuals & businesses protection against toxic content and cyberbullying)
• Creation of monthly closing & reporting processes (closing deadline decrease from D10 to D5) and financial dashboard.
• Business partner of GM & CEO by building-up the mid-term plan to support strategic decision for business growth; Prepare pitch deck & attend meeting with investors for funds raising.
• Transfer finance knowledge & expertise; Implement cash management SAAS tool to better monitor cash burn and anticipate cash needs.
2018

Thales Group (€19 billion of Sales - 80000 employees) : leader in electronics for aerospace, defense, security and transport
Thales Defense Mission Systems Country Business Unit France
€2 billion of sales – 5000 employees – 6 locations in France

Managing a financial services center of excellence of 85 people covering the areas of Accounting &Tax, Treasury & Cash Management, Budgetary Controlling & Reporting, Procurement Controlling, Finance Engineering, Sales Administration, Internal Control.
I lead for my GBU the project of Finance transformation initiated by the Group, to improve process efficiency, increase professionalization of Finance jobs and reduce costs:
• Reshaping departments’ organizations after the merger of 3 legal entities and the mutualization of Finance functions, renewing a 3rd of employees’ positions in 1 year, creating Procurement Controlling function to better serve our business partners.
• Roll out of SAP migration (2 waves in 18 months) and Concur.
• Co-localisation of Accounting in one location, project hold in 9 months (including 4 months of negociation with worker councils); rework on the processes to increase day to day efficiency in process flows & implementing a modern organization in Account Payable; rationalize Accounting positions (reduction of 30 % of people in 12 months).
• Change management in team’s behavior to a customer orientated mindset, drafting a Service Level Agreement to serve Engineering competency centers, Support Functions and Business Lines managers.
• Ensuring process sustainability during Covid crisis.

Managing the South Europe Finance Services center of excellence in addition to my France CFO role covering the areas Procure to Pay, Order to Cash Record to Report, Treasury, tax and Credit Management, France and Morocco Controlling, monitoring 40 people.
I lead for France and the South Europe cluster the project of Finance transformation initiated by the Group, to improve process efficiency, increase professionalization of Finance jobs and reduce costs:
• Redefining the Finance organization and implementing complex matricial set-ups in South Europe as per the new Group Finance operating model.
• Participating to the outsourcing project of Accounting to DXC and leading the project for South Europe cluster; design part of the project hold with the group and DXC in 9 months, roll-out in 9 months, with a reduction of 25% of people.
• Managing cluster’s Finance Services related activities and supporting the harmonization of Finance processes.

SULZER, leading provider in industrial and rotating equipments’ maintenance CHF 3.3 billion sales – CHF 264 million operating income - 17.000 employees)

Sulzer Pompes France : 150 employees, 1 production/distribution entity, 4 subsidiaries fiscally integrated, €40 million sales, breakeven operating income
As part of the Steering Committee of France organization, I achieved:
• Development of a team of 12 people (Accounting, Cash Management, Management Control, Legal, IT and General Services) with overall responsibility for all finance functions) and related processes.
• Setting-up an organization acting as business partner to support business issues solving, in the context of business plan change (from New Business to Services)
• Contributing to the development of the mid-range plan with responsibility for the establishment of annual budgets and objectives.
• Leading several organizational & process changes: due diligence for Finance & IT, project lead of the merger of 3 legal entities, work on transversal processes with Operations Director (inventory & fixed assets counts, monthly forecast).

UTC Group, leader in aerospace industry ($58 billion sales - $5,3 billion operating income - 240.000 employees)
UTAS – PFC : 1100 employees, 2 production/distribution entities, 1 entity for engineering support, $348 million sales, -5.5 million $ operating income

As part of France organisation managing team, I achieved:
• Coordinator of 20 years strategic plan and of budget processes, monitoring of monthly reporting & forecasts. Work on closing process optimization (30%-time reduction). Monitoring of internal control.
• Leader of continuous improvement kaisen finance processes (AR, AP and GL, decrease of closing period from 3 to 2 days, standard hours), operational processes with Logisticians and Sales Admin (government customer invoicing process, consigned government inventory…).
• Project Manager of AR and AP outsourcing process in UK shared services center: resources management, process redesign, harmonization of accounting systems, IT migration, leading relationships with worker councils; project hold in 12 months including 4 months IT tasks and negotiations with worker councils.
• Rebuilding process for Aftermarket government contracts Finance management; Validation of Business cases.

ESSILOR Group, worldwide leader of optical industry (€2,7 billion sales - €460 million OI - 29.000 employees)
Instruments Global Business Unit
650 employees, 28 distribution subsidiaries, 4 production entities (France, USA, Chine), €150 million sales, €19 million operating income

As part of the GBU Steering Committee, I achieved:
• Implementation of Essilor Instruments’ consolidated financial reporting, creation and consolidation of short, mid- and long-term financial plans acting as business partner to the GBU Steering Committee member.
• Strong support to the structuration of Essilor Instrument North America by bringing financial knowledges and impacts to production Directors and to GBU steering committee, to achieve a level of sales multiplied by 2 and EBIT multiplied by 3.
• Improvement of Group Finance Manual rules and processes related to Instruments business.