CFO Advisory & Integrated Performance / CSR-ESG

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CFO Advisory & Integrated Performance – CSR / ESG

The finance department, a creator of value.

Sustainable value and integrated financial and non-financial performance

Our conviction: more than ever, finance departments must be at the heart of financial and global value creation. We support finance functions that want to play a key role in strategy by informing asset allocation, creating strategic alignment through the steering model, and driving the implementation of performance plans. CFOs who want to increase the added value of their organization, processes and tools. CFOs who want to be at the forefront of innovation through data and digital, but also by rethinking performance to include all CSR-ESG components.

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Our offer

Operating Model and Finance Function Transformation

The finance function supports the company’s transformation and optimization efforts. The financial sector has a number of levers at its disposal to improve performance, including the digitization of processes and their optimization through
data-driven
process mining, pooling resources within service centers or Digital Factories, as well as coordinating the Finance Academy, which provides training in technological innovations and new challenges such as extra-financial/ESG issues.

Economic Steering and Performance Management

Focusing energies, anticipating risks and opportunities, putting the company into action: these are the key principles around which we build the management models that enable our customers to deliver global performance in line with their strategy. We advocate adapted approaches focused on efficiency and action, making use of data and OKR methods ( Objectives Key Results).

Business and Support Functions Efficiency Plan

In today’s competitive and volatile environment, an effective strategy must go hand in hand with an efficiency plan. The CFO plays a key role in steering and achieving the objectives of this plan, alongside General Management and Operations. Performance drivers must be addressed with a holistic vision: operational excellence, organizational optimization, and procurement performance. The CFO leads the definition of the optimization ambition and the monitoring of results across all company functions. They set the pace, anticipate to stay on course, and provide objective assessments of action plans.

IT / IS Organization Model and Agility

In a world of constant transformation, it is essential for strategy to rely on strong capabilities. That’s why our practice has developed expertise to support executives in reviewing and improving their organization’s performance, drawing inspiration from more agile and efficient models. We firmly believe that technological innovations are powerful levers for driving this agile transformation and that IT departments, with a strong core business orientation, play a central role in the success of this dynamic.

Transformation RSE-ESG

The finance department is responsible for steering the company’s overall performance and translating ESG-Sustainability risks and opportunities into the business model.

Our value proposition is to support ESG-Sustainability leaders and CFOs in their transformation, helping them integrate sustainability and environmental, social, and governance (ESG) impacts as drivers of economic performance and stakeholder influence—beyond merely a regulatory constraint.

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Infrastructure manager in the energy sectorDiagnosis of the Management Control function
“Drawing up a diagnosis of the Group's financial performance throughout France. Drawing up of a transformation plan and validation by the Comex. Implementation of priority projects on unit-based management, the organizational model and industry leadership.”

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Philippe Otero del ValChief Financial Officer, SACEM
“PMP has been working with Sacem for many years. In particular, we appreciate the quality of their listening skills and their ability to propose solutions that are appropriately calibrated to our issues, whether in terms of highly operational questions or strategic thinking, integrating cultural and political dimensions into their approach. Hand-tailored solutions led by high-quality, highly available teams. For the Sacem, PMP Strategy is more than a consultant, it's a partner.”

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Listed company in new technologies
“Définir et accompagner la mise en oeuvre des nouveaux processus de budget et forecast. Modéliser les prévisions de masse salariale dans un environnement mouvant. Accompagner le changement sur un périmètre monde auprès des populations FP&A.”

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Transport infrastructure manager
“Define a new organization for finance functions to meet the Group's performance challenges (end-to-end investment management, reporting factory, shared services center).”

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International hotel group
“Support the transformation of the global finance function as part of a change in business model.”

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Matthieu MorivalFinance transformation program director, Dassault Systemes
“The PMP Strategy teams have been instrumental in digitizing our financial forecasting tools. They have demonstrated rigorous support, contagious dynamism and great adaptability in the face of the challenges of a large-scale international deployment.”

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Sylvie NhansanaAdministrative and Financial Director, La Fourchette
“La Fourchette has called on PMP several times in recent years. We benefited from real, highly operational expertise, particularly in cash management issues, the definition of business KPIs and the construction of a solid financial model enabling us to project financial flows over 3 years. PMP's great strength lies in its pragmatic approach, the quality and relevance of its recommendations, which are always adapted to the context and the organization, and its ability to create a relationship of trust with its customers.”

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Emmanuel SAVARYControlling Director, ISP BG , Nexans
“MP nous a accompagné dans la transformation du Contrôle de Gestion en Europe. Collaborant étroitement tout au long du projet avec l’équipe PMP, nous avons pu bénéficier, à la fois d’un dialogue de qualité sur les enjeux stratégiques et la gestion du changement, mais aussi d’un accompagnement opérationnel pragmatique dans la mise en oeuvre.
partenariat”

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North American Financial Institution North American Financial InstitutionValue-based investment management
“Revue des mécanismes de gestion des portefeuilles de projets impliqués dans l’instruction de nouvelles initiatives, leur priorisation, et l’engagement financier :

Clarification des rôles et responsabilités impliqués dans les prises de décision ;
Refonte des processus en charge de l’instruction des idées jusqu’à la validation de l’engagement financier ;
Définition des méthodes et outils requis pour mener un de dialogue de performance en amont de l’allocation budgétaire ;
Evaluation des besoins de transformations à considérer par l’entreprise à moyen et long terme pour améliorer en continu sa performance organisationnelle.”

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International hotel groupSteering the Finance transformation program
“Support for the Group Finance Department and all the departments involved in steering the plan to transform practices and organization relating to performance management, budgeting and forecasting processes, talent management, IT finance and data governance.”