Sylvie began her career in public accounting with KPMG in Montreal,
Canada where she served as an external auditor and earned her
designation as a Chartered Accountant, the equivalent to a CPA in the U.S.
Canada where she served as an external auditor and earned her
designation as a Chartered Accountant, the equivalent to a CPA in the U.S. Over the next 17
years, she served mostly as internal and
external consultant in between
Finance and IT, but also had some
traditional
roles as Sarbanes Oxley responsible, Corporate Controller& Interim CFO.
In parallel of all finance departments reporting to her,
she successfully
turned them around, with the support of her teams.
Creative and dynamic executive with demonstrated and successful
experience in leading financial and cross functional teams, turning around
and/or integrating departments, managing critical projects,
designing
strategic solutions, reengineering business process within limited time
frames, developing internal controls, optimizing systems, orchestrating
ERP
implementations, meeting cash flow targets,
developing budgets
and forecasts,
and coordinating internal and external audits.
Recognized as a result-oriented
and best solution-focused individual,
as well as being extremely multitasked
and organized. Her knowledge
was accelerated over the years due to her desire to embrace some
difficult challenges in the corporate world and through
numerous
consulting engagements undertaken. By drilling down and rooting
out
the core impediments, Sylvie is able to discern the systemic weaknesses and replace them with efficient and best practices.
Sylvie spent her time
rejuvenating various businesses in pretty much all industries by using her
superlative business and finance process reengineering
and project
management know-how, to design steadfast processes, systems
and controls,
regardless if local, national or international organization. Each industry brings
its own nuances and challenges, and Sylvie has learned how
to conquer them.
Sylvie has been involved with mergers and acquisitions in regards to talent,
process, policy/procedure and
system integrations. She also implemented,
or materially improved, many ERP solutions and/or modules, and in doing so,
ensured that the client maximized the usefulness of the system’s functionalities.
As a people person, she owes her success of earning quickly her colleague’s
trust to her ability to communicate with all levels of organizations, which ease
the coordination of cross-functional and departmental initiatives; all while
promoting a participative team culture towards defined goals.
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