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Sébastien VernimmenSV

Sébastien Vernimmen

Consultant en stratégie et fusions-acquisitions

1 000 €/jour
Paris, FR
15 ans et +

Délai de réponse moyen : 1h

À propos de Sébastien

- Responsible for an international group's M&A policy and other assets: patents, real estate, ....

- Assessing investment opportunities for a group (new business, new country, new products/services)

- Implementation of strategic planning (medium-term plan, transformation plan, development plan)

- Company audit as part of business monitoring (for a holding company on a subsidiary, for a banking pool or for an investor)

- Initial public offering and investor relations

- Setting up indicators
  • Espagnol

    Bilingue ou natif

  • Français

    Capacité professionnelle complète

  • Anglais

    Capacité professionnelle limitée

Accepte de travailler sur site
Paris (jusqu’à 50 km)

Expériences

  • Société Vitaé
    Strategy and Finance consulting
    juillet 2015 - Aujourd'hui (10 ans et 11 mois)
    Vitaé offers assistance in development (M&A, organic growth) and control (management control and alignment) in order to contribute to the growth of an economy that links solidarity and excellence with scientific understanding as its motor.

    Real estate
    juillet 2015 - Aujourd'hui (9 ans et 7 mois)
    • Financing: advice to a long-term financial investor on its financing policy (signature of a refinancing and leasing contract).
    • Modeling of the "Cargo Property" project developed by the Carrefour group to finance and manage its logistics real estate assets.

    • Activity follow-up
    • Strategy and finance due diligence: Amundi's investment in Parc du Petit Prince (aerogroup): analysis of the group's business model, study of actual, budget and long-term forecasts
    • Construction of business monitoring tables for a headhunting firm: construction of the sales generation model and profitability model.

    • Entrepreneur support
    • Project to acquire a company employing disabled people: conduct market research, meet key people in the sector, produce an investment summary.
    • Project to set up an insurance brokerage scale-up: building the business model
    • Project to create a producer & distributor of research tools for biology and health research.

    • Teaching
    • Formiris, management body for initial and continuing teacher training in Catholic education: centralization of support functions at national level
    • Correction of HEC students' finance papers and updates for the book Finance d'entreprise 2025
  • CliniSciences
    Financial and Corporate developement Director
    juin 2013 - juin 2015 (2 ans)
    Nanterre, France
    Leading distributor of Life Science products to labs for Life Science Research and Diagnostic (30 people) France, UK, Italy, Spain, Marocco, Tunisia

    • Corporate Strategy
    • Licensing: Two licences signed with the French government (SATT, Investissement d'avenir).
    • Company acquisitions: Generon in the UK, Biovalley in France.

    • Organisation
    • Implementation of performance monitoring tools.
    • Evolution of the distribution model towards a professional distance-selling model for key accounts..

    Management : management of finance team and cross-company project management Results : More than 50% growth in Group size through two acquisitions and the signing of two patents


  • Manutan
    Strategy Manager and Board operating Manager
    octobre 2009 - mai 2013 (3 ans et 7 mois)
    Gonesse, France
    Manutan: Both a family business (73%) and a quoted company (27%), Manutan is the European leader in BtoB distant selling. With presence in 24 countries in Europe, the group achieves over €600M turnover of which 30% on Internet et 40% outside France.

    • Acquisition of Casal Sport ( 50m€ sales)
    • Investor Relation : dialogue with analysts, investors (4), and the overall financial community : organisation of One-to-One, twice SFAF meeting per year
    • Board operating manager : operational monitoring of the Group's organisational and development projects, construction of the Group's strategic plan and its translation into a transformation plan

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