My dual expertise, the solution for a successful take-up
Stéphanie Teillard d’Eyry, fondatrice de CFO Tandem.
As a financial consultant with 25 years of experience, and fluent in three languages, my technical and managerial expertise is at your disposal to support your career.
My technical expertise
My operational and structured approach allows me to effectively assess and structure short and medium term challenges.
My managerial excellence
25 years’ experience in the financial departments of large French and international companies has enabled me to develop strong skills in managing multicultural teams
Beyond technical expertise, success within a group requires a clear vision of the expectations of one’s peers and effective communication of objectives and results. That is why I am accompanying young CFOs to build their network, to find their anchor persons, to work alongside their Managing Director, to become a true Business
“And stand together yet not too near together: For the pillars of the temple stand apart, And the oak tree and the cypress grow not in each other’s shadow.”
Khalil Gibran – The Prophet
My method
Succeeding as a CFO is not easy. It means moving forward methodically and with foresight. Find out about the 9 steps of my support to become operational and effective in your new position as CFO.
1. The current situation: evaluate your environment, your contacts, assess the company’s rituals, inform your first findings report
2. Be clear on the company management’s expectations and positioning
3. Identify the issues, allies, key partners, network of influence, risks
4. Set your priorities in the short & medium term, establish the roadmap as a reference, kick off your first actions
5. Identify performance indicators, optimize existing data, develop effective and pertinent dashboards, set ambitious objectives, share them
6. Assess your team, outline its objectives and then delegate, forming an efficient team to serve in-house clients
7. Take charge of your new team and lead it, stoking the fires of change
8. Verbalize, express your vision, prepare Management Committee meetings, reassure by adopting an open and confident posture
9. Run the Management Committees and Project Steering Committees, to have people adhere to and get behind ‘Finance’ challenges and those of the company
My Experience
2014 – 2020
IPSEN – Biopharmaceutical Group
CFO RUSSIE & CEI
To lead the Finance, Tax, Internal Audit and Procurement teams with the aim of delivering business transformation and performance monitoring
- Establishment of a strong business partnership across the finance organisation
- Creation of a Shared Service center, enabling all support functions to be transferred from Kazakhstan and Belarus Representative Office to a single processing point
- Increased sales forecast accuracy to 85%
- Inter-Company payment accelerated by + 30% thanks to WIC improvement
2009 – 2012
SYNLAB – European leader in medical biology diagnostic services
CFO FRANCE
To restructure the finance department in order to provide solid and consistent information to General management and Shareholders in a rapidly accelerating growth environment
- Recrutement, training and integration of a team of 25
- Improved accounting reliability/harmonization and quicker monthly closing process turnaround
- Analysis and presentation to the Executive Committee and the reference Shareholder (UK Private Equity)
- Modeling and monitoring os synergies with regard to acquisitions
2005 – 2008
BIC – World Leader in stationary products, lighters and shavers
Director of Acquisitions
To drive all acquisition activities required by the group’s growth objectives
- Acquisitions of premium brands in France, the United Sates, Brazil and India
- Minority share buy-back in Romania, Japan and South-Africa
- Brand extension trough partnerships
2000 – 2005
BIC – EMEA – Eastern Europe, Middle East & Africa
Division Finance Director
To fully restructure the finance and customer service department in a rapidly growing division
- Drastic reduction in closing times (10 to 4 days)
- Discontinuation of 75% of SKUs, sharp increase in stock rotation (40%)
- Receivables down by 45 days
1998 – 2000
BIC – South East Asia
Divison Controller
To establish robust financial controls in 7 new Asian Subsidiaries
- Creation and customization of performance indicators
- Harmonization of accounting procedures to consolidate results and give a true picture of the economic reality of the newly created subsidiaries
1996 – 1998
F.C. OBERTHUR – Worldwide special in fiduciary printing
Controller
To deliver more robust reporting, budget and cost control process
- Establishment of performance indicators for all the division’s activities
- Implementation of an industrial performance audit => reduction of production cycle cost by+20% in 2 years
Need Advice
Were you promoted to CFO?
You want to quickly adapt to your operational issues and effectively manage your staff.
I can support you, wherever you are, with flexibility and discretion. Save time right now, book an appointment to clarify your expectations.