Shortening the distance between the numbers and the decision.

Experience

1. Nov. 2025 — present

   Consultant Manager — FP&A Exensia · Paris

   The move to consulting: putting ten years of method to work across multidisciplinary environments (foodservice, hospitality, retail, services, often multi-site). Every context is different; the need is the same: fast, readable steering.

   Assignments:

   • Leasecom — financial services company: cost-of-risk steering, with the design and build of Omega 88, a dedicated PerfLease module (provisions, contracts, termination indemnities).
   • Exportgin — fine pastry company expanding into France and Europe, with 24-hour delivery across every European country: making accounting and financial data reliable and improving the ERP.

   • Oversee monthly closings (P&L, KPIs) delivered at WD3 and lead performance reviews with the executive committees.
   • Development of an EPM / ERP covering O2C, P2P and R2R, because no off-the-shelf tool did exactly what the job needed (see Projects).
   • Management of a team of 3 to 4 people.

   • WD3 closings across heterogeneous multi-site environments.
   • Tooling built to fit the job, not endured.

   Reference: Alexandre Okur, Partner Chartered Accountant.

2. June 2022 — Nov. 2025

   Constellation Multi-entity IT services group (ESN) in an LBO environment · Saint-Cloud · 3½ yrs

   Two roles, one promotion: joined as Senior FP&A to automate the reporting chain, promoted to Head of FP&A for the group, where speed and reliability of the numbers are not a comfort but a shareholder requirement.

   1. Head of FP&A Nov. 2023 — Nov. 2025

      • Oversaw monthly closings (P&L, KPIs) at WD5 and consolidated monthly forecasts for 14 entities.
      • Led budgeting, re-forecasting and strategic planning end to end, with continuous process improvement.
      • Designed the Executive Committee reporting packs and profitability recommendations.
      • Trained staff (Excel, Power Query, Power BI) and strengthened business partnering with the Business Units.
      • Managed a team of 4 people.
      • Closings shortened from WD10 to WD5 while the scope grew from 7 to 14 entities.
      • A trained team, autonomous across the reporting chain.

   2. Senior FP&A June 2022 — Nov. 2023

      An IT environment where the tools didn't talk to each other.

      • Monthly closings (P&L, KPIs) at WD10 for 7 entities and performance reviews for the holding company.
      • Implemented API-based reporting connected to the ERP (Everwin GX), accounting (Sage), CRM (Odoo), HRIS (Lucca) and supplier (Arrow) systems.
      • Manual collection replaced by automated flows: the prerequisite that later made WD5 possible.

   Reference: Thomas Bordeau, Managing Director.

3. Dec. 2017 — June 2022

   FP&A Analyst Unowhy · French EdTech · Neuilly-sur-Seine · 4½ yrs

   Unowhy designs and builds computers and tablets for the education sector, an industrial challenge: shipping 150,000 devices a year. In this fast-growing company, steering happens weekly; that's where I learned the craft in depth.

   • Weekly and monthly reporting (P&L, KPIs, cash flow) and variance analysis.
   • Revenue and margin closing: reconciliation of statistical and accounting data, provisions, inventory analysis, capitalized production, payroll costs.
   • Ad hoc analyses for management and supervision of 2 people.

   • A weekly-numbers culture: cash, margins and inventory tracked at the pace of the business.

   Reference: Hubert Bloch, Deputy Managing Director.

4. May — Dec. 2017

   Risk Control Assistant (internship) Lazard · Paris

   The starting point, in investment banking: the rigor of risk control and the reflex of automating everything that can be.

   • Weekly monitoring of cash position and internal liquidity ratio, calculation of LCR and NSFR.
   • Automation of ratio calculations and Bloomberg data flows.

   • The reflex of automating anything repetitive: it never left me.

   Reference: Marie Poullaouec, Chief Risk Officer.

Positioning

A business partner who builds his own tools.

Multi-entity groups, LBO environments, SMEs and mid-caps that need to see clearly, fast: my ground is performance management where the numbers are scattered and the deadlines tight. And steering doesn't stop at producing the numbers: I lead performance reviews with executive committees and work as a business partner to operational departments. When the tool is missing, I build it: an ERP and an EPM, developed and running in production, are the proof (Projects). The stated destination: an AI-augmented finance department.

Professional English (TOEIC 910). Away from the numbers: music, motorcycling, reading and volleyball.