Fabrice LEBLANC

Finance Manager

January 2008 – Present ( 2 months)

North America, Pricing and Promotion

Objectives:
- Accelerate margin realization in the North American business by implementing world-class processes / strategies / tools in the Pricing & Promotions area
- Develop stronger decision support tools to optimize decision making as it relates to Pricing (Price Elasticity model) & Promotions (marketlace investments ROI)

Sector: Industry

Senior Financial Analyst

March 2006 – December 2007 (1 year 10 months)

- Lead finance team for KitchenAid Small Appliances - $500M+ global sales

Achievements:
- Expanded responsibility after 5 months, from individual contributor to team leader
- Co-led cross-functional team to develop and implement KitchenAid strategy
- Directly impact business decisions: trade spending (allowances), consumer incentives (cash back), marketing mix / plan-to-sell
- Manage the development of financial analysis using EVA methodology: model line changes, new platform investments, make vs. buy and cost reduction analysis
- Created and implemented tools to measure and track business profitability (trade customer, promotional program, spending effectiveness)
- Identified and hold business accountable for key business drivers and indicators
- Piloted and implemented S&OP process to improve product availability while managing working capital
- Improved YoY OP by 10% in 06, overcoming material cost increase of $20M

Sector: Industry

Plant Controller

February 2003 – November 2005 (2 years 10 months)

- French major automotive manufacturer; 2005 sales $67B; 207K employees
- Manage financial control team, in charge of:
o Stamping Plant (700 employees; sales: $190MM)
o Human Resource Dept (260 employees)
o Quality Management Dept (170 employees)
- Analyze financial performance and report to senior management
- Establish and supervise operating budgets
- Forecast and control costs; analyze cost variances & optimize production

Achievements:
- Demonstrated leadership; fast increasing responsibility
o Promoted from plant financial analyst to finance manager in one year
o Expanded responsibility from stamping plant to three departments
- Turned Stamping Plant from loss into profit in two years
o 2003-2004: improved operation profit by 62.5% ($2.5MM cost savings)
o 2005 Q3: plant turned profitable for the first time in 7 years

Sector: Automobile

Financial Analyst

June 2002 – January 2003 ( 8 months)

- World No. 1 tire manufacturer; 2004 sales $19B; 125K employees
o Implemented a new financial control reporting structure for a newly merged unit: Competition & Retro Tires
o Project manager for company’s new website: www.michelin-passion.com

Sector: Industry