Sungard

Assessment: I was hired as CFO for the segment of activities 'Management of assets (assets management)' at the European level.

Has assumed me the responsibility for the assessment (due diligence) and the integration of the GL Trade company in one of the biggest operations external to the group, and growth at the global level.

At the end of this successful project, I set up a CSP to France then Europe before decentralizing all back-office on the India operations.

My assessment is very positive because I was able to both broaden my field of competence and experience through both the CFO responsibilities extended to the international level, but also in the conduct of change, in the management of complex projects with teams multi disciplinary and multi cultural.

Skills obtained: My major but non-exhaustive skills:

• Operational activities and support to the sales force (forecasts, performance measures and plans of commissioning, trade procedures, structuring and financial validation of commercial contracts).

• Developing and monitoring budgets and multi-year plans.

• SOP 97-2 - revenue recognition methods.

• Process and methodologies of the due diligence and post-merger. Procedures SOX 404 - Internal Audit.

• Study and implementation of software packages (ERP - CRM) decision support tools and management

• Corporate finance - Reporting US GAAP - IFRS accounting standards. Analysis balance sheets and income statements.

• Implementation and integration of Shared Services centers worldwide.

• International management - Management and development of international teams in matrix mode

Strengths: The strong points of the company focuses on the richness of its products and its workforce following numerous acquisitions, and its high reserves of cash.

Which I appreciated: I enjoyed the first years the relative but real autonomy, and the wealth of opportunities as well as opportunities for development through strategic projects various and complex but very trainers.

I have some reservations however at the present time on the ability of the company to continue in this way, taking into account changes in priority and strategic choices, and the significant turnover in recent years without long-term vision. Following a LBO in 2005, the Group restructures to resell the company batch, which implies a drastic reduction in costs, investments and the departure of key business resources.