Virginie Bergeron

Financial Director - Transition Manager

May 2019 – Sep 2020

- CFO Carglass Maison: Accompanying the integration of Carglass new business "Carglass Maison" within Carglass. Handled restructuring phase
- PMO Carglass Finance department global process review and digitalization project

Finance Director - Transition Manager 

Jan 2016 - Dec 2017 

Transition Management mission

- Finance team reorganization
- Evaluation and change of BI tool
- Merger and restructuring due diligence
- Management reports and KPI creation
- Transfer price contracts negociation
- Internal audit process supervision
- Budget process supervision

Innovation Strategy Division Partner 

2013 – Present

Transition Manager - Strategy Implementation 

2013 – 2014

In charge of supporting Ciprès Vie insurance group in the implementation of their 2013 - 2017 years strategy

- Implementing the process, steering committee, reporting....

- Coaching: change management through individual coaching of some Management Board members and their team

Transition Manager - France Projects

2012 – 2013

- International project management. In charge of producing France projects roadmap - around 30 simultaneous projects involving teams from France, UK, Houston and India

- Collaboration with other Department Heads to re-build projects team and improve opportunities for revenue generation.costs.

- Management coaching of the newly promoted France Projects Director

- Budget of 600 M€ for 30 projects and streamline

Transition Manager - France Finance 

2011 – 2012

- Coordination of all projects impacting Finance. Purpose was to represent Finance needs and interests in all company projects

- Responsible for external consultants relations

- Sage sotware upgrade project coordination

Associate 

May 2009 – Nov 2011

I co- created this network as well as participated in a coaching team specialized in personal growth and carrier repositioning

CFO Europe / Latin America 

Jan 2007 – Jun 2009

This non-profit organization chose me to be the Chief Financial Officer, Europe / Latin America. As such, I directed preparation, examination and analysis of accounting records, financial statements, and other financial reports to assess accuracy, completeness, and conformance to reporting standards. Further responsibilities included management of finance team and establishing of consistent and appropriate business practices as well as enforcing relevant policies and procedures to meet regulations.

I improved the financial planning process by implementing Cognos planning tool and enhanced revenue generation by launching fundraising activities in Europe and met challenge of payment versus projects realized. My responsibilities also included management of a budget of $26 Million and an expense budget of $12 million for Latin America.

EMEA Strategic Business Unit Financial Controller 

Apr 2003 – Jun 2005

This worldwide enterprise chose me to be the EMEA Strategic Business Unit Financial Controller (01/2004 – 2005). I served as a key business partner of the European Central Marketing team leaders. I directed a team of seven charged with improving sales of Pyrex cookware in the EMEA market. In addition I held accountability for marketing financial analysis and evaluation of new product and brand opportunities and pricing strategy.

As European Financial Planning and Analysis Director (04/2003 – 12/2003) I created and managed a team of six and served as primary interface for the U.S. Group Finance team as well as European team. EMEA sales were $113 million and I held responsibility for developing the marketing, research budget of $6 million. I made certain marketing initiatives were funded internally through savings and contributions from other areas of the business.

Financial Planning and Control Manager for the MEA region, Human Health 

Jan 1994 – Apr 2003

Activities impact MEA sales of $124 million and Operating Income of $39 million

5 positions in 9 years. Started as accountant and worked my way up to directing FP&A analysis for the region.

MEA office was based near Paris, a small subsidiary of 45 people but the strength of a huge company ($47 billion Sales at the time). MEA was the most complex region in the company due to number of currencies, political instability...