Jean-Baptiste Mahieu

Led business transformation along with the change of ERP

Implement a new SAP-based management system that provides advanced levers to improve on-time delivery, reduce inventories and better control margins

Challenges
• First roll-out of the new SAP core model
• Turn around local middle management from state-owned company culture to world class project management culture
• Convert 20 years of poorly maintained data to an SAP-qualified database
• Project was simultaneous to the integration of Areva T&D into Schneider Electric, which impacted the project resources and steering committee

Break the cycle of decisions based on approximate information, turn into a reliable and integrated management system
• Sensed the true origin of resistance to change
• Gained the confidence of the local senior and middle management by showing determination, reliability and self-confidence

Achievement
• 3 projects go-live SAP system on time, with no major disturbance to the operations (resp. 80 users, 100 users, 200 users)
• Defined and implemented management indicators to follow-up main operations flow, from order booking to delivery
• Defined and implemented a centralized master data maintenance process
• (in progress) Enforce rigorous use and optimization of the ERP
• (in progress) Improve project managers responsiveness in their project’s planning, cost and quality of execution

Control and stimulate commercial and industrial operations to optimize the company performance in terms of profitability and working capital: commercial and industrial processes, investment, localization, sourcing, general expenditure

Implement and apply the Group policies related to finance and operations control in the local business units; build the necessary tools and processes involving other departments

Produce and analyze group and legal reportings, budgets, forecasts, strategic plans, in line with IFRS and local GAAPs

Monitor the improvement of internal control and compliance with the group ethics standards

Leader of 3-5 people audit teams
Execute internal control audit assignments across all functions: finance and controlling, tendering and sales, purchasing, project management, other corporate functions, etc., in various sectors (Nuclear front end, Nuclear plants, Nuclear back end, Transmission and Distribution, Connectors)

Assistant, then team leader within part of the assignments
Main customers are “Global 1000” industrial companies: Alcatel, Alstom, Suez, Chantelle, etc.
Legal audit, process review, consolidation audit, due diligences