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SUCCESSFUL PROJECTS
Impact tangible et résultats mesurables
Commissioned by the French subsidiary of an American multinational to carry out an analysis of the company’s financial procedures, I was also asked to propose organisational improvements. The aim was also to add annual targets and set up a talent review process within the firm to be able to assess workforce performance and potential and form a robust basis for developing more consistent, more easily enforceable policies for staff motivation, training and financial reward. Simple but effective tools such as MBO were put in place and are now a standard part of corporate practice.
For the parent company of a leading international company, I was responsible for introducing a Business Intelligence (BI) tool working in association with Capgemini. My role consisted of coordinating the process of ensuring that the inhouse teams adopted the new tool and included it as part of their normal practices using a dynamic dashboard to centralise key data. The process culminated in workflow enhancements, better control of strategic indicators (KPI) and swifter, better informed decisions at all company levels.
I was asked by a food industry sector client to help them revise their S&OP (Sales & Operations Planning) processes with regard to accountability, timing and line management reporting. It was an excellent opportunity to bring the sales, marketing, logistics, industrial and financial teams into line with the aim of harmonising both demand and production forecasts and medium and long-term planning by sending clear and consistent messages. The result was shorter lead times and better adapted and more efficient strategic decisions. I also trained company managers in maintaining the process in the longer term and am still working with them on a monthly basis to track progress and handle feedback.
For an industry client, I was commissioned to partner and train the management audit department in an in-depth analysis of the cost-efficiency of its plant, examining the different production lines and assessing individual product returns. By analysing costs and margins in detail, I was able to identify real sources of improvement that could be used to leverage overall performance at the plant. The result has been a substantial improvement in cost-efficiency and a drop in unnecessary expenditure, all of which impact directly on the company’s bottom line. Another benefit is that the finance department team is now trained in proper cost management.
Commissioned by the French subsidiary of an American multinational to carry out an analysis of the company’s financial procedures, I was also asked to propose organisational improvements. The aim was also to add annual targets and set up a talent review process within the firm to be able to assess workforce performance and potential and form a robust basis for developing more consistent, more easily enforceable policies for staff motivation, training and financial reward. Simple but effective tools such as MBO were put in place and are now a standard part of corporate practice.
For the parent company of a leading international company, I was responsible for introducing a Business Intelligence (BI) tool working in association with Capgemini. My role consisted of coordinating the process of ensuring that the inhouse teams adopted the new tool and included it as part of their normal practices using a dynamic dashboard to centralise key data. The process culminated in workflow enhancements, better control of strategic indicators (KPI) and swifter, better informed decisions at all company levels.
I was asked by a food industry sector client to help them revise their S&OP (Sales & Operations Planning) processes with regard to accountability, timing and line management reporting. It was an excellent opportunity to bring the sales, marketing, logistics, industrial and financial teams into line with the aim of harmonising both demand and production forecasts and medium and long-term planning by sending clear and consistent messages. The result was shorter lead times and better adapted and more efficient strategic decisions. I also trained company managers in maintaining the process in the longer term and am still working with them on a monthly basis to track progress and handle feedback.
For an industry client, I was commissioned to partner and train the management audit department in an in-depth analysis of the cost-efficiency of its plant, examining the different production lines and assessing individual product returns. By analysing costs and margins in detail, I was able to identify real sources of improvement that could be used to leverage overall performance at the plant. The result has been a substantial improvement in cost-efficiency and a drop in unnecessary expenditure, all of which impact directly on the company’s bottom line. Another benefit is that the finance department team is now trained in proper cost management.
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Carmen carrozzo
Phone: +33(0)6 48 13 64 47
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