Frédéric BLIN

Turnover 50 M€, 150 Headcounts, 3 direct reports, Team of 25 people executive committee member

Main responsibilities: Controlling, Accounting, Treasury, Tax, Legal, Demand Planning, Customer Service and IT.

• Successful Implementation of a New ERP (M3Infor, Workday), empowering the digitalization and the transformation journey of the german and the austrian subsidiary
• Pilot budget process and reporting. Accountable for the closure of statutory accounts

• Generate savings to boost advertising and promotional investments to generate turnover growth
• Restore business growth and team engagement on a mature market

Turnover 130 M€, 310 Headcounts, 11 reports, executive committee member

Main responsibilities: Controlling, Accounting, Treasury, Tax, Legal, Purchasing, General services

• Restore business growth and team engagement on a mature market
• Pilot budget process and reporting. Accountable for the closure of statutory accounts
• Restructure the subsidiary including decrease of HQ headcounts by 40%, yearly savings of 5 m€
• Generate savings to boost advertising and promotional investments to generate turnover growth
• Manage HQ move in 2019. Capex Budget 2,9 m€. Decrease of the rented space by 15% on a like for like headcount basis.
• Reinforce the business skills of the financial teams as part of the « Excellence in Finance » project
• Reduce the purchasing cost by 4% per year: Digital POS purchasing platform, number of active suppliers decreased by 40%.
• Lead the finance and purchasing community as part of the “Simplicity” project

Turnover 300 M€, 1 Report, 10 Country BU controllers

Turn the region into a « new growth driver zone » with professional teams in a volatile context

• Manage treasury and FX risks for the 4 divisions in Eastern Europe (FX volume 450 m€)
• Ensure economic balance of the division in a volatile environment (e.g. Ruble crisis)
• Build business cases to accelerate the development of a new retail channel (launch of 15 Kiehl’s boutiques)
• Manage financial, legal and tax aspects regarding the setup of a multi-country e-commerce platform.
• Lead, train and grow the teams (seminars, best practice exchanges)

Turnover 5 Bn €, 4 Reports

Integrate YSL Beauté (1,5 Bn €) during the 2008 financial crisis

• Pilot the budget process and WW reporting of the division (all zones, 5 Bn €)
• Lead business reviews with the regional management teams
• Support the transformation of the finance teams
• Build the financial communication of the results both for the group general management and external financial analysts

Turnover 30m€ 5 Reports

Improve the finance and HR processes and build an efficient internal control system

• Reshape employment contracts, solve HR conflicts
• Implement IFRS norms (e.g. IAS 39) and the new group reporting tool (Magnitude- SAP consolidation)
• Decrease general expenses: new car lease contracts, optimization of external storage space rent.
• Prepare the business case of the merge of the 3 swiss legal entities.

Turnover 110m€

Implement the first integrated SAP system in the DACH region

• Pilot the budget process and reporting of the DACH region
• Implement SAP CO module in the 3 countries, as part of one of the first group integrated SAP system (project timeline 9 months)
• Train the new BU Controllers as part of the HQ move from Karlsruhe to Düsseldorf