Jean Philippe Nefve

  • Hinsdale IL
Jean Philippe Nefve

Implemented Finance Best Practices

  1. Aligning the back and front offices with a financial service center mindset
  2. Planning/budgeting with environmental sensitivity and nonfinancial metrics
  3. Reporting and integrated performance measurement model--a balanced scorecard
  4. Providing business process tools and dashboards
  5. Applying economic value added
  6. Reducing nonvalue added approvals
  7. Maximizing the use of procurement and T&E cards
  8. Advancing to web-based invoicing
  9. Optimizing inventory
  10. Accelerating the general ledger close
  11. Reducing both organization and accounting expenses
  12. Consolidating into shared service centers
  13. Outsourcing and offshoring

About me

Dynamic and results drivenSenior Financial Executive

International Manufacturing & Distribution & Private Equity

STRATEGIC FINANCIAL BUSINESS DIRECTION AND PROFITABILITY SOLUTIONS VISION

EXECUTIVE MANAGEMENT PARTNER PROVIDING DEFT ANALYSIS AND RECOMMENDATIONS

  • Result oriented and comprehensive global experience as CFO.
  • Actively supported top line increases from 50 to more than 100% through organic or external growth while improving working capital hence providing adequate funding to the business.
  • Accomplished successful turnarounds by identifying key business drivers through effective partnership with operations and aftermarket and robust cost accounting system implementation.
  • Highly skilled in the implementation of management information systems.

Systems Implemented

ERP:

  • SAP
  • BPCS

Financial Systems:

Consolidation systems:

  • SAP
  • Cartesis
  • Hyperion 

Business Intelligence:

  • BI of SAP
  • Cognos of IBM 

Treasury systems

Languages

French - Italian - Spanish

Experience with Leaders in their Industries

Alcatel-Lucent

Fisher Scientific International

Price Waterhouse Coopers

Private Equity firms

Other Activities

Board Member of two Venture Capital funds in Belgium for six years

M&A

Acquisition: Due Diligence & Sale and Purchase Agreement negotiation in

  • USA
  • Italy (from FIAT)
  • France
  • Belgium
  • Germany
  • Netherlands
  • UK
  • Australia
  • Indonesia
  • Taiwan
  • Thailand
  • Argentina
  • Brazil
  • Canada

 Joint Venture:

  • China

 Divestiture:

  • France
  • USA

Specialties

  1. International Financial Management & Analysis 
  2. Financial Planning
  3. Cost Accounting
  4. M & A
  5. IT & Systems Implementation
  6. Treasury & Cash Management (incl. Foreign Exchange and Interest rate exposure, Bank relationships, Export Credit Agencies EXIM-Bank)
  7. Business Growth
  8. Restructuring & Business Turnarounds
  9. US GAAP and IFRS

Education

MBA, Solvay Business School

Master In Public Administration, Universite Libre de Bruxelles

BBA, City of Brussels Business School

Work History

Work History
2004 - Present

Executive Vice-President and Chief Financial Officer

EMD, Inc

With revenues of $2B, EMD is the world's largest builder of diesel-electric locomotives with strong after-market for replacement parts, contract maintenance and rebuilding of equipment.

Manufacturing locations include the U.S., Canada, Mexico, UK, India, China, South Africa and Brazil.

Selected by new company ownership to take financial reins for entire corporation upon acquisition of EMD, based on proven leadership strengths in handling transaction due diligence. Directed all strategic planning, financial controls, accounting and reporting, risk management, investor relations, corporate development, treasury, taxes, compliance and internal audit functions. Manage 7 direct and 120 indirect reports.

  • Instrumental in growing and turning EMD around from $900M in FY’05 to $2B and transitioning from $60M FY’05 loss to $90M profit through development and launch of strategic initiatives.
  • $1.1B raised in 3 separate transactions, increasing the Asset Based facility from $225M to $525M while improving working capital by 15% and funding the 22% CAGR business growth during the same period.
  • Improved inventory turns by 20% and cost accuracy & profitability by establishing robust cost accounting systems and control process enabling reliable inventory spread among 300 locations.
  • Led 2 international acquisitions including due diligence.
  • Created organization-wide finance group, collapsing multiple structures in a shared service center; streamlined accounting systems and processes and slashed reporting window from 3 weeks to 1.
  • Implemented SAP and improved accuracy, timeliness and content of financial reporting and operational metrics through the implementation of SAP Business Intelligence.
  • Set up a reliable 13 week rolling cash flow forecast company-wide and launched several currency and commodity hedging programs.
  • Optimized the Group tax position in both the US and Canada.

  • Instituted a continuous improvement process through Kaizen events within Finance aiming costs reduction and efficiency improvement through the implementation of best practices and cross-functional workshops

  • Negotiated a material working capital adjustment with prior ownership that enabled investors to recoup most of their original investment in the company after acquisition from General Motors (GM).
  • Systematically obtained a clean external auditor’s opinion since date of inception in April 2005 in a division of GM that had never been fully audited, thus positively positioning entity to be sold.
1999 - 2004

Chief Financial and Information Technology Officer

Tokheim

Headquartered in Paris and established in 22 countries in Europe and Africa with sales of €500M, offers a one-stop-shop solution for service station operators, including construction, installation, maintenance, provision of automated payment systems and service station fuel dispenser equipment to petroleum companies and supercenters. Manage an international team of 100.

Functioned as CFO of Tokheim International (the international segment of Tokheim Corporation based in Fort Wayne, IN) and of Tokheim S.A.S. after the sale of the international segment to a private equity firm.

  • In charge of strategic financial planning, finance operations, risk management, accounting, consolidation, investor relations, corporate development, treasury, billing, collections, taxes, compliance, internal and external audit.
  • Improved average net cash balance by 15% through centralization of cash-management and automatic multi-currency cash pooling for 15 entities in 10 different countries.
  • Established a finance shared-service center that redued headcount by 20%.
  • Reduced currency exchange losses to 30 basis points of total revenues.
  • Directed implementation of several Management Information Systems, including ERP (BPCS), business intelligence (IBM-Cognos), consolidation system (Business Object-CARTESIS) and treasury workstation, (Sage-XRT).
  • Orchestrated the conversion of GAAP financial statements into International Financial Reporting Standards (IFRS).Negotiated a credit facility of €116M and implemented an interest rate hedge
  • Set up and negotiated a joint venture in China.
1995 - 1999

President & Chief Executive Officer

Fisher Scientific S.A.

Subsidiary of Fisher Scientific International (headquartered in Hampton, NH) a leading global provider of scientific laboratory equipment, chemicals, supplies, and services for research, safety, and healthcare industries, Fisher Scientific S.A. distributed 60,000 items (i.e. equipments, supplies and chemicals) to the French labs within 24 hours.

Complete P&L responsibility and in charge of the overall strategy, domestic and international sales, marketing, aftermarket, chemical plant, supply chain management, finance, and IT for both Fisher Scientific operations in France with total revenue of more than €80M and staff of 200.

  • Restructured and expanded business from €60M to €80M revenue and transitioned from €10M loss to €8M profit.
  • Increased revenues 25% and reduced costs 25% by regaining market share through improved customer satisfaction.
  • Improved purchasing conditions and quality by leading French operations to ISO 9000 certification in less than 1 year.
  • Sharpened cash position by reducing past-due receivables and inventory while increasing inventory turns from 3 to 6.
  • Directed implementation of new Oracle and Hyperion financial systems.
Jan 1994 - Jul 1995

Chief Financial Officer

Fisher Scientific Europe

Orchestrated the expansion of Fisher's presence in Europe through 5 acquisitions (France,

Germany, the Netherlands and the UK) and the integration of the acquired units into the Group

accounting (US GAAP), budget and reporting systems.

Jul 1989 - Dec 1993

Alcatel Lucent

CFO - Alcatel Services International                              03/92 - 12/93

Acquisition of e companies in Taiwan, Indonesia, Thailand and Argentina. Implementation of a common ERP amongst the 14 legal entities in Asia and Latin America.

Manager Financial Controls - Alcatel-Lucent                03/91 - 02/92

Group controller within Alcatel Headquarters of Alcatel Business Systems, one of Alcatel four business units with 17 units and consolidated revenues in excess of €1B with operations across Europe, China and the US. Obtained Alcatel first AA long-term debt rating with Moody's and S&P.

Assistant Corporate Development - Alcatel-Lucent      07/89 - 02/91

Instrumental in the set up of Alcatel telecom arm in Brazil through the acquisition of 5 companies and led Alcatel first billion € acquisition with the acquisition of the FIAT Telecom Group.

Feb 1986 - Jun 1989

Senior Management Consultant (Treasury expert consultant of the Belgian office)

Price Waterhouse Coopers

Spearheaded an asset/liability matching strategy for the leading Belgian insurance company.

Improved Jacobs Suchard centralized treasury department in Zug (Switzerland).

Skills

Skills

• International Financial Management • Treasury, Cash & Foreign Exchange Management