Pierre-Antoine DECROUEZ

Structuring the financial steering of the Efficiency Program (cost-reduction objective), overhaul of budget management, and implementation of the new activity-based costing model.

Reengineering the model and improving the intragroup overhead rebilling process between the group's 15 companies:
- modelisation of rebilling flows between companies
- description of their successive cost states
- reverse engineering and modeling of the processing performed by the tools/software used (SAS CPM and SAS GUIDE)
- formalization of a detailed end-to-end functional description of the process: manual provisions > accounting destination transfers > service rebilling > accounting entries
- identification, prioritization and planning of improvements
- opportunity study for redesigning the cost allocation model
- comparition SAS CPM replacement solutions
- definition of target and evolution roadmap (tools and model)

Reengineering du modèle et amélioration du processus de refacturation intragroupe des frais généraux entre les 15 sociétés du groupe : - modélisation des flux de refacturation entre sociétés - description des états successifs de leurs coûts - rétro-engineering et modélisation des traitements opérés par les outils/logiciels utilisés (SAS CPM et SAS GUIDE) - formalisation description fonctionnelle détaillée de bout en bout du processus : provisions manuelles > déversement destinations comptables > refacturation prestations > écritures comptables - identification, priorisation et planification des améliorations à apporter - étude d’opportunité de refonte du modèle d’allocation des coûts - comparatif des solutions de remplacement de SAS CPM - définition cible & trajectoire d’évolution (outillage et modèle)

Implementation, management and continuous improvement of the budget management process within the new “IS Performance” team:
- budgetary restructuring aligned with the strategic investment plan, consistent with the PMO project portfolio
- integration of the CIO's needs, synchronization with the CFO
- automation of the restatement of budget allocations and the reconciliation of commitments
- audit of tools (Jira) and repositories, creation of an independent coding repository
- transversal management of resources, construction of a data cube for the consolidation and analysis of load plans
- management of the budget process from preparation to closing
- preparation, animation and consolidation of strategic budget reviews with CIO, CFO and business lines
- calculation and analysis of budgetary projections for governance bodies

Implementation, management and continuous improvement of the budget management process within the new “IS Performance” team:
- budgetary restructuring aligned with the strategic investment plan, consistent with the PMO project portfolio
- integration of the CIO's needs, synchronization with the CFO
- automation of the restatement of budget allocations and the reconciliation of commitments
- audit of tools (Jira) and repositories, creation of an independent coding repository
- transversal management of resources, construction of a data cube for the consolidation and analysis of load plans
- management of the budget process from preparation to closing
- preparation, animation and consolidation of strategic budget reviews with CIO, CFO and business lines
- calculation and analysis of budgetary projections for governance bodies

Définition du modèle économique SI, benchmark des activités SI et valorisation du coût complet des services SI : - définition du modèle d’activités Matmut en cohérence avec CIGREF - collecte des données économiques & temps passés - valorisation, analyse et benchmark des activités SI - définition du catalogue de services SI à valoriser - définition, collecte et valorisation des inducteurs d'activité - paramétrage du modèle de coûts dans le moteur de costing - valorisation du coût complet des services SI - définition des rapports à produire par le modèle, intégration des axes d'analyse et développement des restitutions sous PowerBI - présentation des résultats, explication de la structure de coûts et validation du modèle économique SI avec le top management - préconisations d'améliorations et élaboration d'un plan d'industrialisation

Definition of the IS economic model, benchmark of IS activities and valuation of the complete cost of IS services:
- definition of Matmut activity model consistent with CIGREF
- collection of economic data & time spent
- valuation, analysis and benchmarking of IS activities
- definition of the catalog of IS services to be promoted
- definition, collection and valuation of activity drivers
- configuration of the cost model in the costing engine
- valuation of the full cost of IS services
- definition of the reports to be produced by the model, integration of the analysis axes and development of the restitutions under PowerBI
- presentation of results, explanation of the cost structure and validation of the IS economic model with top management
- improvements preconizations and development of an industrialization plan

Definition of the IS economic model, benchmark of IS activities and valuation of the complete cost of IS services:
- definition of Matmut activity model consistent with CIGREF
- collection of economic data & time spent
- valuation, analysis and benchmarking of IS activities
- definition of the catalog of IS services to be promoted
- definition, collection and valuation of activity drivers
- configuration of the cost model in the costing engine
- valuation of the full cost of IS services
- definition of the reports to be produced by the model, integration of the analysis axes and development of the restitutions under PowerBI
- presentation of results, explanation of the cost structure and validation of the IS economic model with top management
- improvements preconizations and development of an industrialization plan

Reengineering du modèle de refacturation des coûts IT centraux dans le cadre d’une nouvelle organisation stratégique (vente/achat entités) ayant un impact sur le budget : - modification refacturation des coûts IT au travers du projet de Transfer Pricing en s’appuyant sur la méthode ABC - déploiement montée de version du moteur de costing Valoptia.ABC - mise à jour des clés de réallocation des services IT - consolidation et intégration du budget dans le modèle de coûts - calcul d’atterrissage des coûts IT par entité afin pouvoir ajuster en Q4 la refacturation annuelle des coûts IT auprès des Business Groups - accompagnement à la comparaison du budget A / budget A+1 - accompagnement à la justification et présentation de l’évolution des coûts auprès des Business Groups ayant des usines vendues au cours de l’exercice

Reengineering model re-invoicing of central IT costs within the framework of a new strategic organization (sales/purchase entities) having an impact on the budget:
- modification of re-invoicing of IT costs through the Transfer Pricing project based on the ABC method to re-invoice IT costs
- deployment of upgraded version of the Valoptia.ABC costing engine
- updating of IT service reallocation keys
- consolidation and integration of the budget into the cost model
- landing calculation of IT costs per entity in order to be able to adjust in Q4 the annual re-invoicing of IT costs to Business Groups
- support for comparing the A budget / A+1 budget
- support in the justification and presentation of the evolution of costs to Business Groups with factories sold during the financial year

Reengineering model re-invoicing of central IT costs within the framework of a new strategic organization (sales/purchase entities) having an impact on the budget:
- modification of re-invoicing of IT costs through the Transfer Pricing project based on the ABC method to re-invoice IT costs
- deployment of upgraded version of the Valoptia.ABC costing engine
- updating of IT service reallocation keys
- consolidation and integration of the budget into the cost model
- landing calculation of IT costs per entity in order to be able to adjust in Q4 the annual re-invoicing of IT costs to Business Groups
- support for comparing the A budget / A+1 budget
- support in the justification and presentation of the evolution of costs to Business Groups with factories sold during the financial year

Grouping of 10 brands with "independent" IS which has initiated a transformation program to unify all of the IS into a single organization with the objectives of making savings by rationalizing the Delivery model (implementation of CDS / Factory) and making it scalable (multi-brand + multi-country):
- diagnosis of the existing organization: identification of IT activities, technologies, internal/external profiles and skills present within Delivery Services
- evaluation of key performance parameters
- identification of possible synergies and optimizations
- estimation of the economic issues of the transformation
- definition of the target organization and proposal of a macro-trajectory towards it
- support for the IT Purchasing department in optimizing its sourcing strategy with regard to the new organization

Grouping of 10 brands with "independent" IS which has initiated a transformation program to unify all of the IS into a single organization with the objectives of making savings by rationalizing the Delivery model (implementation of CDS / Factory) and making it scalable (multi-brand + multi-country):
- diagnosis of the existing organization: identification of IT activities, technologies, internal/external profiles and skills present within Delivery Services
- evaluation of key performance parameters
- identification of possible synergies and optimizations
- estimation of the economic issues of the transformation
- definition of the target organization and proposal of a macro-trajectory towards it
- support for the IT Purchasing department in optimizing its sourcing strategy with regard to the new organization

Definition and deployment of the change management strategy for the implementation of the management of the economic performance of the IS of the Regional Banks in the context of Agile transformation
- identification of needs, expectations and irritants and analysis of gaps between the existing and the target
- mapping of profiles affected by the transformation and development of the change management strategy
- implementation of an IT cost model centered on a product vision to calculate complete Build + Run costs of products
- transposition of the Agile approach to the economic management of the IS according to a logic of “ROIsation” of projects matching a sought-after value with an adjusted expenditure commitment
- development of a “communication pack” to present the IS economic model aligned with the new organization
- deployment of change support to the entire management line (from Directors to Product Owners, i.e. around 250 people on 7 sites)

See missions carried out below

See missions carried out below

Notre cabinet Cost House propose son expertise en ingénierie des coûts pour répondre à des enjeux d’optimisation de la performance économique et/ou de la (re)facturation.

Concrètement, notre métier est de modéliser, benchmarker, simuler vos coûts à l'aide d'une approche conseil outillé avec nos solutions logicielles : depuis 20 ans nous avons accompagné plus de 350 clients au sein de Directions Générales, Financières, SI, Achats, Métiers, Industrielles.

Alignés sur votre vision produit auprès de vos clients ou métiers selon le scope retenu (à la maille entreprise, GIE/CSP ou direction), nous concevons une nouvelle grille de lecture et d’analyse de vos dépenses en cohérence avec votre pilotage d'activité opérationnelle pour par exemple vous aider à :

- mieux comprendre vos coûts afin d’améliorer votre performance économique
- identifier vos axes de création de valeur et vos chantiers de compétitivité
- calculer plus finement votre rentabilité (ex par service/produit, par canal de distribution, ...)
- réviser les prix catalogue de votre entreprise ou la refacturation des services d'un GIE/CSP
- répondre à vos besoins de reporting interne voire à des exigences de reporting réglementaire
- sécuriser votre projection/pilotage stratégique
- mesurer l'empreinte carbone de vos lignes de produits/services

Définition et déploiement de la stratégie conduite du changement pour la mise en œuvre du pilotage de la performance économique du SI des Caisses Régionales dans contexte transformation Agile : - identification des besoins, attentes et irritants et analyse des écarts entre l’existant et la cible - cartographie des profils affectés par la transformation et élaboration de la stratégie de conduite du changement - mise en place d’un modèle de coûts IT centré sur une vision produit pour calculer coûts complets Build + Run des produits - transposition de la démarche Agile au pilotage économique du SI selon une logique de «ROIsation» des projets mettant en adéquation une valeur recherchée avec un engagement de dépenses ajusté - élaboration d’un «pack de communication» permettant de présenter le modèle économique du SI aligné avec la nouvelle orga - déploiement de l’accompagnement au changement auprès de toute la ligne managériale (des Directeurs jusqu’au Product Owners, soit environ 250 personnes sur 7 sites)

Definition and deployment of the change management strategy for the implementation of the management of the economic performance of the IS of the Regional Banks in the context of Agile transformation
- identification of needs, expectations and irritants and analysis of gaps between the existing and the target
- mapping of profiles affected by the transformation and development of the change management strategy
- implementation of an IT cost model centered on a product vision to calculate complete Build + Run costs of products
- transposition of the Agile approach to the economic management of the IS according to a logic of “ROIsation” of projects matching a sought-after value with an adjusted expenditure commitment
- development of a “communication pack” to present the IS economic model aligned with the new organization
- deployment of change support to the entire management line (from Directors to Product Owners, i.e. around 250 people on 7 sites)

Conception et déploiement de dispositifs de conseil et d'accompagnement adaptés sur-mesure par rapport aux besoins des clients en mobilisant nos domaines d'expertise au service de la réussite de leurs projets : - transformation des organisations - management de transition - ingénierie des processus métiers - stratégie et conduite du changement - pilotage de projet / portefeuilles de projets Direction et gestion du cabinet : - positionnement, offre et stratégie - pilotage de l'activité / exploitation opérationnelle - capitalisation des connaissances (expertises & offres) - marketing et communication (site web & référencement) - gestion administrative (social & juridique) et comptable (facturation & clôture)

Design and deployment of consulting support tailored to customer needs by mobilizing our areas of expertise to ensure the success of their projects :
- organizational transformation
- transition management
- business process engineering
- strategy and change management
- project management / project portfolios

Management of the office :
- positioning, offer and strategy
- activity management / operational operation
- capitalization of knowledge (expertise & offers)
- marketing and communication (website & SEO)
- administrative management (social & legal) and accounting (invoicing & closing)

Design and deployment of consulting support tailored to customer needs by mobilizing our areas of expertise to ensure the success of their projects :
- organizational transformation
- transition management
- business process engineering
- strategy and change management
- project management / project portfolios

Management of the office :
- positioning, offer and strategy
- activity management / operational operation
- capitalization of knowledge (expertise & offers)
- marketing and communication (website & SEO)
- administrative management (social & legal) and accounting (invoicing & closing)

Vente de solutions grands comptes auprès des établissements bancaires et financiers : - prospection (création/qualification téléphonique d’un fichier de prospects, rendez-vous clients, élaboration et proposition de solutions) - développement commercial de plusieurs grands comptes (ex : Natixis, Société Générale, Banque Fédérale des Banques Populaires, ...) et ouverture de compte Management et recrutement de consultants : - sourcing, pré-qualification téléphonique, entretiens individuels, rédaction de synthèses - recrutement, suivi, bilans annuels et gestion de carrière

Business Management of projects for Financial and Banking companies : Natixis, Société Générale, Banque Fédérale des Banques Populaires - (15 consultants)

Business Development : Prospecting and Pre-sales for Banking and Financial Services companies
Hiring and Management of a consultants team (10 consultants)

Business Management of projects for Financial and Banking companies : Natixis, Société Générale, Banque Fédérale des Banques Populaires - (15 consultants)

Business Development : Prospecting and Pre-sales for Banking and Financial Services companies
Hiring and Management of a consultants team (10 consultants)

Management of Deal Flow
Reception and analysis of business plans
Coordination and relay in the investigations
Driving of the negotiations
Follow-up of holdings' acquisitions

Animation du Deal Flow Réception et analyse des business plans Coordination et relais dans les investigations Conduite des négociations Suivi des participations

Control and analysis of the performance in term of sales targets' realization
Analyzed evolutions of the French and European Real-Estate to forecast market trends
Created a software package providing follow-up and analysis for bids as well as performance optimization for sales operations on buildings

Contrôle et analyse des performances en termes de réalisation d’objectifs commerciaux Analyse des évolutions de l’immobilier en Europe pour faire des projections sur les tendances du marché Création d’un progiciel de suivi et d’analyse pour répondre aux appels d’offre et optimiser les performances des opérations de commercialisation d’immeubles

Daily management of works, stocks and staff
Creation of an inventory control software
Setting-up of Quality Processes

Gestion quotidienne des travaux, des stocks et du personnel (chef d’équipes) Elaboration d’une interface de gestion des stocks Mise en place de procédures Qualité

Trained at Microsoft sales methods
Promoted Microsoft’s new products