Flore Poughon

• • Pilots client engagement delivery end-to-end: from needs analysis and solution scoping through platform integration (ERP, CRM, O2C, P2P connectors) to go-live, adoption and ongoing performance monitoring.

• • Co-Built the client support framework from scratch: onboarding documentation, escalation processes and operational tooling to professionalise and scale client-facing operations.

• • Supports commercial pricing decisions by resizing engagement pricing based on actual delivery complexity, effort and scope : ensuring alignment between client value, delivery cost and margin sustainability.

• • Acts as the key interface between client-facing teams and the Product & Build squads: translates client needs into product requirements, prioritises feature requests, and ensures delivery timelines are aligned with the technical roadmap.

• • Builds and standardises engagement governance (RACI, delivery rituals, escalation paths, quality gates) to enable repeatable, high-quality deployment at scale.

• • Interim transition mandate reporting to the Group CEO and interfacing with country CEOs (France, UK, Luxembourg, Switzerland) during a restructuring and shareholder transition. De facto CFO-scope responsibilities: financial steering, cash flow monitoring, lender communications, and budget arbitration during the collective procedure.

• • Prepared lender/shareholder communications, Board packs, options and decision memos; owned the financial narrative for stakeholders throughout the restructuring.

• • Designed a Group performance cockpit (P&L, occupancy, HR, commercial funnel, quality) enabling weekly executive steering and faster decision-making.

• • Led rapid diagnostics across critical value drivers (temporary staffing, payroll leakage, lead management, reporting) and converted findings into pragmatic remediation plans with owners, timelines and KPIs.

• • Drove procurement and vendor rationalisation: reviewed major supplier contracts, renegotiated terms, and established spend governance to protect cash in a constrained environment.

• • Owned the BI & data transformation track (diagnosis → roadmap → prototyping) to industrialise data flows and improve reliability of operational and financial reporting.

• • Standardised group operating rhythms and governance (processes, RACI, escalation rules, performance rituals) to improve execution discipline across countries.

• • Interim-style transformation leadership role: led strategy-to-execution programmes improving commercial performance and client engagement (Salesforce-enabled operating model, adoption and productivity) in a fast-moving change context.

• • Built executive-ready materials: business cases, roadmaps, KPI frameworks and decision decks for senior stakeholders and management committees.

• • Implemented data-driven performance management (dashboards, KPI definitions, governance routines) to strengthen pipeline visibility and execution discipline.

• • Contributed to compliance governance within the Merger Closing Office: ensured data migration protocols, system decommissioning plans and information security requirements were addressed during the BNP Paribas transition.

• • Drove change leadership across business and support functions (communications, training, adoption metrics, stakeholder management).