Vice President of Finance
Business Consultant, Consulting Services, Chicago, IL 01/2018 – Financial Advisor AVP, MERRILL LYNCH PF&S, BANK OF AMERICA, SANTA BARBARA, CA 02/2016 – 10/1017 Financial Consultant, AXA ADVISORS LOS ANGELES, CA 01/2015 – 01/2016 Business Management Consultant, (Operation & Finance)- Freelance 09/2004 – 11/2014 Results and accountability oriented, strong communication skills, ability to analyze financial data and prepare financial reports, statements, and projections and valuation as well as provide support and assistance to key business leaders; Financial Consultant with an extensive experience, I:
Conduct and supervise the accounting team performance during the closing process,
Review and constantly improve, technical accounting policies, procedures...
Review IFRS and GAAP financial statements, document preparation, and reconciliation processes to ensure compliance...
Develop relevant and timely reports on financial data analytics like the monthly flash report, key financial metrics...
Supervise consolidation process,
Leads annual audit and review processes with the Corporate’s independent auditors,
Work on one-on-one meetings with the most Senior Manager who has the overall responsibilities, to identify constraints, opportunities, priorities, objectives, goals;
Work on what’s happening in the market, industry, and collect industry’s and competitors’ data for benchmark to measure the company’s performance, identify areas to improve and opportunities to take advantage of;
Work with departments’ leaders on the organization’s processes and performance to identify inefficiencies, dysfunctions, weaknesses and strengths;
Work with the leader on the road map, competitive advantages and the framework (long-term strategies);
Prepare business plans covering financial, customers, operation perspectives as well as SMART goals;
Cascade the Business plan by department, then by team, individual;
Work on individual’s plan expressing ownership and accountability, and set up a tracking and managing performance system to be able to review and assess the performance;
Set up agendas for weekly meeting to assess individual tasks, monthly meeting to review and evaluate action plans as well as a quarterly meeting to review the plan to asses against predefined ‘KPIs’;
Work on the current financial position to assess the company's long-term viability, identify sources of new capital, through refinancing and nonessential assets to sell;
Identify activities not part of the core business;
Define financial and operational metrics;
Implement the cash flow projections, manage the cash flow and the working capital;
Coordinate with creditors and their professionals
Manage cash flow, working capital, capital expenditure, operating expenses; CFO, COMPAGNIE DE DEVELOPPEMENT IMMOBILIER - REAL ESTATE DEVELOPMENT 3/2000 – 9/2004
Strategically steered a results-focused finance and accounting team for this real estate development company, including supervising month-end close processes; reviewing and analyzing statements, asset, and liability accounts reconciliations; and managing and reviewing all billings to customers, accounts payable, and contracts.
Directed all financial operations (e.g. financial structure, working capital, capital expenditure), along with supervising budgeting processes, performing financial analysis, monitoring business performance, and tracking financial trends.
Delivered adapted reports and support to management while assisting with business strategies and key planning.
Achieved company’s valuations for potential acquisition to boost the bottom line.
Improved cash-in-hand by effectively controlling capital and operating expenditures.
Identified financial underperformance and negotiated with banker to restructure debts.
Improved team performance, eliminated delays, and delivered financial statements within deadlines. Philippe H. Younes
Philippe Henri Younes 805-***-****
VP of Finance, CONFINDUS MANUFACTURING, SERVICES, RETAIL 11/1993 – 3/2000
Contributed sharp analytical abilities toward cost-effectively managing all budgeting, capital expenditure planning, payroll, legal, taxation, IT, contracts, and litigation initiatives while leading accounting and financial teams.
Project-managed information systems activities (e.g. accounting, finance, manufacturing, interfaces), along with ensuring seamless efforts by automating customer processes from client’s first contact through to final payment.
Supported management on product pricing, business process improvements, and manufacturing reorganization.
Successfully improved direct costs of 15%.
Reduced stock levels and time for inventory management.
Coordinated interim and year-end external audit processes for companies.
Contributed to revenue growth of 28% and significantly reduced invested capital.
Reduced 2-week delay on product delivery to on-time deliveries in the first 6 months.
Created a customer service system to follow up on complaints for effective handling of issues.
Coordinated technical trainings for salespeople to create a highly synergistic workplace environment. Accounting Director, SMITH INT’L (FRANCE) OIL COMPANY 8/1992 – 10/1993
Led targeted decision-making in the daily oversight of statutory accounting efforts to ensure monthly, quarterly, and fiscal year-end close process, including reviewing accounts reconciliation, analyzing income statement and BS accounts, and ensuring compliance with U.S. GAAP which was instrumental in meeting or exceeding goals.
Directed financial reporting, including consolidation of legal entities in Europe and Africa.
Implemented short- / long-term financial planning and analysis, cash planning, and management.
Improved work standards and data accuracy by reorganizing accounting team to ensure timely reporting. Division Director of Finance, SELF (GROUP) SERVICES POWER INSTALLATION 11/1988 – 7/1992
Spearheaded efficient financial and accounting services operations and monthly, quarterly, and year-end close processes while handling profit / loss, balance sheet, and BS accounts reconciliations; analyzing documentations’ accuracy; verifying tax computations and filings; and handling core budgeting and capital expenditures planning.
Evaluated business performance to provide integral suggestions to senior management by assessing key trends.
Built and sustained productive operations by developing working relationships with corporation's external auditors, public accountants, legal advisers, and regulatory agencies to ensure strict regulatory compliance.
Successfully increased division-wide contribution margin of 50%.
Improved resources allocation on restructuring, and decreased expenses.
Negotiated and transferred 12 staff to different subsidiaries to avoid costly layoffs.
Renegotiated insurance policies after discovering inadequacy / inefficiency of coverage for risk. Director of Finance Deputy 1985 – 1986 Internal Audit Manager, FILLOD, CONSTRUCTION 6/1986– 11/1988
Played a vital role in directing financial and internal audit operations, including ensuring accurate audits of management and statutory accounts, treasury, financial statements, debtors, creditors, fixed assets, and contracts.
Directed all costing and pricing computation, contracts, projects, and logistic processes for the subsidiary companies, along with coordinating accounting / finance functions and mandatory tax filing (e.g. sales, income).
Improved critical data accuracy, as well as financial and accounting team’s overall performance.
Developed policies and procedures and approval processes to protect assets for optimal compliance. Master’s Degree in Finance CONSERVATOIRE NATIONAL DES ARTS ET METIERS. PARIS III Master’s Degree in European Business Law UNIVERSITY OF JEAN MONNET PARIS XI-SUD FINRA Series 7 & 66.
EDUCATION & PROFESSIONAL DEVELOPMENT