Herve Gagnaire

Je propose aux PME et aux ETI mon expertise de leurs problématiques financières pour les accompagner dans la gestion administrative et financière courante, l'amélioration de l'organisation et du fonctionnement de leur service financier et leur développement (croissance externe, levée de fonds, financement, subventions...)

Les dirigeants d’entreprise peuvent compter sur un Directeur financier opérationnel et expérimenté dans les différentes phases de leur développement.

call centre and optical fiber installation

Accompagner les équipes finance et gestion pour formaliser le cahier des charges fonctionnel dans le cadre des évolutions des Systèmes d'Information

Accompagnement du dirigeant dans la construction de son business plan et dans la gestion quotidienne (trésorerie, financements,...)

Group CFO
Consolidated accounts in IFRS
Launching of an ICO (Initial coin offering)

Interim accounting Director of the Fontainebleau campus
Implementation of a global finance organisation with a Shared Services Center
Implementation of a new Procurement to Pay software (Basware)

Elaborating dashboards and reporting to the investment fund
Fund raising (crowdfunding and bonds)

Outsourced CFO (interim management and timeshare), I assist small and medium-sized companies to help them structure their organisation, improve their operations and develop their projects.

Business leaders can rely on an experienced and hands on CFO to support them through the various phases of their development (fundraising, external growth) while ensuring the day-to-day financial management of their company (performance management, cash management, cash collection, financing and grants, improvement of operations...)

Financial valuation of targeted acquisitions
Negociation of bank loans and fund raising
Cash management
Annual budget planning and quarterly forecasts
Annual accounts and quarterly reporting
Animation of monthly performance review with the BU managers, gap analysis and development of corrective plans

Annual budget planning and quarterly forecasts
Determination of the monthly production by Business unit
Control of the FAE and PCA amounts and the end margin
Implementation of KPI (non-working rate, margin by project, billing versus production, overdue)
Monthly reporting for the Executive committee and investment funds
Realization of the dashboard of the business units
Cash-flow projections (revenues/expenses)
Billing and client recovery control (billing > 95% of production, overdue < 5% of the amount due)
Implementation and management of a factoring facility
Supervision of accounting for tax and social security declarations (VAT, DADS, CFE, CVAE…), monthly closings and the establishment of the annual tax declaration
Management of the internal establishment of the payroll
Main representative for external organizations (lawyers, auditors, banks, Factor...)
Management of a team of 10 people (accounting, cash recovery, payroll, financial control, general services)

Decreasing the end of season stock => 6% of total purchases at the end of the season
Purchasing budget and “open to buy”
Margins control by product and category
Sales forecasts by product and determination of reorders quantity
Management of a team of 15 people (merchandise planners, store replenishers)

Review of the retention strategy
Management of the CLARIS project : review of the loyalty and commercial animation information system along with the deployment of a new POS system
Loyalty department reorganization
Publi-promotional process optimization

Managing consultants and consulting assignements in the retail sector

Implementation of an organization by category for an apparel retailer
Writing of a selling memorandum for a joint venture between Arçelik and Whirlpool (market, business plan, financial valuation)
Improvement of the collection construction and sales forecasts processes
Implementation of an ECR approach for a Parisian department store