CONTROLLING, Philippe M.

  • Type of candidate: Employee
  • Category: Finance / Accounting / Controlling
  • Sub-category: Controlling
  • Education Level: Master / MBA (University / HES-SO / EPF)
  • Certificate title: CAS BUSINESS ANALYSIS
  • Total years of work experience: 10 - 15 years
  • Working pattern: Full-time (100%)
  • Residence: Switzerland / Vaud
  • Work permit: Swiss citizen

My offer of services is linked to a more than 10-year experience in financial, operational performance, planning, inventory, management tool and cost calculation optimization within international companies in luxury and trading fields.

I value most those soft skills : altruism, goodwill, loyalty, listening skills,

In order to be able to accompany any change within the company, I recently graduated in Business analysis (accredited IIBA).

Languages:
  • Mother tongue
  • French
  • Fluent
  • English
  • Competent
  • -
  • Basic knowledge
  • German
Education
  • Certificate title: CAS BUSINESS ANALYSIS
  • Business Management
  • HES SO GENEVA
  • 2015
  • Certificate of advanced studies in business analysis (continuous training)

    http://www.hesge.ch/heg/formation-continue/formations-diplomantes/cas-certificate-advanced-studies/business-analyse

     

    • Understanding enterprise problems and goals
    • Analysis needs and solutions
    • Devising strategies
    • Driving change
    • Facilitating stakeholder collaboration
  • Certificate title: CAS GESTION QUANTITATIVE DE PORTEFEUILLE
  • Economics
  • UNIVERSITY OF GENEVA
  • 2010
  • Certificate of advanced studies in portfolio management (continuous training)

    http://www.unige.ch/formcont/gestiondeportefeuille.html (French only)

    Risk and performance analysis of financial products.

  • Certificate title: STEGE MANAGEMENT CONTROL
  • Business Management
  • Ecole Supérieure de Commerce de Paris (ESCP Europe)
  • 2010
  • Degree in management control – Management school ranking #1 by Financial Times in 2010 for its Masters program. http://www.escpeurope.eu/fr/

    Thesis: Is the implementation of a Management Control System relevant for a Services company?

  • Certificate title: Advanced business school (ESMA) - equivalent of masters degree
  • Business Management
  • ESM-A Ecole supérieure de management en alternance
  • 1999
  • Degree in European Management (equivalent to a Master degree) - Paris.http://www.esm-a.eu/ (French only)

  • Certificate title: BACHELOR OF CHEMISTRY
  • Chemistry and Chemical Engineering
  • IUT ORSAY - PARIS XI UNIVERSITY
  • 1997
  • Bachelor of Chemistry.

    http://www.iut-orsay.u-psud.fr/fr/index.html (French only).

Professional Experience
  • RALPH LAUREN
  • SENIOR BUSINESS PLANNING AND INVENTORY ANALYST
  • 01-09-2014 & Today
    • Direct management of buy & planning on best seller products (Revenue generated : € 80 mil FY2015),
    • Inventory management: balance the need for product availability versus the need to minimize costs of inventory,
    • Identified stakeholder needs for changing the reporting : developed new high-valued solutions in analytical and reporting tools,
    • Provided analytical support as required,
    • KPI’s tracking,
    • Reviewed impact of delivery dates, shipping modes on product supply.
  • RALPH LAUREN
  • SENIOR ANALYST – Supply Planning & Operations
  • 01-11-2009 & 01-09-2014
    • Conducted development and implementation of analytical and reporting tools, followed up KPI’s,
    • Financial analysis for pricing strategy : advised the team to ensure pricing decisions are made to maximize the margin,
    • Analytical preparation and review of management reporting (projected outcomes, variances, performance on profitability, deliveries, vendors),
    • Provided seasonal performance analysis and benchmarked them versus previous season,
    • Created and maintained the appropriate master data in the planning systems in use, minimizing errors, and avoiding duplication and obsolescence,
    • Inventory Management: balanced the need for product availability versus demand,
    • Coordinated corrective actions between the different supply chain partners for ensuring best supply/demand matching. Results : additional revenue grossed : +€ 600,000,
    • Finding efficiencies in current working practices to improve both data mining and end report p
  • RALPH LAUREN
  • SALES ORDER FULFILMENT ANALYST (RISK ANALYSIS) – Customer Service
  • 01-07-2008 & 01-11-2009
    • Identified potential fulfilment risks due to supply/demand mismatch (4,000 references processed a year),
    • Implemented corrective action: readjusted sales by substituting alternative articles (1,000 references per annum). Results : additional nominal revenue grossed €1 mil.
  • RALPH LAUREN
  • BUSINESS SUPPORT ANALYST-CONTROLLER – Revenue flow department
  • 17-10-2006 & 01-07-2008
    • Followed-up K.P.I.’s in real time and performed budget deviation risk analysis, conducted development and implementation of analytical and reporting tools,
    • Provided ad-hoc operational and financial analytical support as required,
    • Evaluated monthly budgeted provisions and accruals,
    • Ensured that sales figure audits are carried out correctly by other departments,
    • Devised and improved analysis processes (10 examples),
    • Set up, maintained and made use of various Access databases (some containing up to 4 mil rows),
    • Set requests to prepare the reports (Excel and Access).
  • MITSUI AND CO FRANCE
  • BUSINESS SUPPORT ANALYST & AREA SALES MANAGER
  • 01-05-2000 & 01-03-2006
  • BUSINESS SUPPORT AND SALES FOLLOW-UP:

     

    • Reporting: budgets (€ 8 mio/year), perform monthly forecasts and discrepancy analysis of actual against budget figures and projected outcomes, implement any necessary corrective action,
    • Creation and implementation of decision management tools such as K.P.I. spreadsheets,
    • Pricing and simulations: prepare quotes to performing needs analysis, optimize prices complying with customer demands,
    • Participated in performance simulations of material repacking, streamlining the supply-chain. This included developing cost structures, updating performance models, evaluating the results and minimizing costs. Thanks to the various simulations devised, I managed to reduce the material absorption costing by 10% in comparison with the previous packing solution.

     

    NEGOTIATION AND STRATEGIC FOLLOW-UP:

     

    • Management of client portfolio including key-customers (average turnover/customer

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