Eric CHEYPE

As a Board Member of a family-owned group specialising in the manufacture of high-end jewellery for leading luxury sector clients, I have played a pivotal role in steering the company through a phase of rapid growth and organizational transformation.

My key contributions include:

• Finance Team Leadership: Established and led a finance team of 12 members to address the increasing demands of our fast-growing operations.

• Corporate Strategy Development: Collaborated in formulating the corporate strategy and annual business plans, ensuring alignment with the group’s growth and financial objectives.

• Growth Financing: Developed and refined financing plans in collaboration with family stockholders and banks, securing necessary funding to support a 30% annual growth rate.

• Joint Venture Negotiation: Negotiated a joint venture agreement with a key client, ensuring the expansion of production capacities.

• Process Implementation: Established robust finance processes and monitored their implementation to enhance efficiency and control.

• Cash Flow Management: Managed the Group’s cash flow to ensure liquidity and operational stability.

• Legal Strategy Oversight: Secured and monitored the Group’s legal strategy, ensuring compliance and risk management.

Manage an international team of 8 cost & finance controllers.
Board Member.

- Provide analyses & management tools for general management & operational directors enabling them to make strategic choices through the use of the Essbase dashboards and KPIs
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- Ensure analytical consolidation of the Group’s accounts. Monthly reviews of the accounts and establishment of actions to meet the budget targets.

- Manage the budget & adjustment of the monthly forecasts to optimise the Group’s results.

Managed 8 employees (finance controlling / reporting & statutory consolidation / internal audit).
Board Member.

- Coordinated the finance & controlling activities of the Group

- Ran audits, mainly in receivables & stock management, to ensure that the Group recommendations are in place and being implemented

- Supervised account closings & consolidation of the Group's accounts

Managed 10 cost & finance controllers within 5 sites in France.

- Reworked the company performance dashboard. Presented & analysed during the board meetings.

- Monthly reporting towards the group from D+10 à D+5 (Environment SAP FI/CO + Hyperion)

- Optimisation & running of the budget processes and re-forecasts (LE) for all functions in the company (R&D, Production, Sales, Marketing, Logistics, G&A – reducing delays, & definition of priorities)

- Renewal of finance IT tools (e.g. implementation of SAP-CO, project with multicultural dimensions)

- Team leader of the inventory management project (from 17 to 10 weeks) for a Group division (project management that involved 5 centres of excellence in the Group & all subsidiaries)

Managed a team of 10 cost & finance controllers

- Reorganisation of the controlling team to reinforce the link with operational teams (from cost controllers to ‘business partners’)

- Implementation of an IT tool for budget forecast (under Hyperion) of the monthly rolling forecast

- Supervision of the company budget control according to the Group norms

Functional link with 5 factory cost controllers

- Construct the industrial budgets, monthly closing & reporting for 5 factories & sub-contractors of the LU company
- Monitor of all CAPEX
- Participation on productivity committees for the pastry activity and in working groups to develop new products

Managed a team of 7 employees

- In charge of Cost controlling – Production scheduling – Supplying of the factory (300 employees, production / year: 20.000 t.)

- Formulation of the strategic plan and the budget as well as daily, weekly and monthly reporting

- In charge of productivity plans : cost cutting plan for 3 MF per year

- Project manager responsible for implementing SMED (Single Minute Exchange of Die)