Fabrice Sana - COVAGE | LinkedIn (original) (raw)
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- Pivot 💶 𝗩𝗖 𝘅 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝘅 𝗖𝗙𝗢𝘀 Last week, we co-hosted a CFO breakfast with France Digitale on "Why has procurement become a crucial topic for CFOs seeking to raise funds from VCs?" Here are the 3 key takeaways from the event: 1️⃣ 𝗘𝗻𝗱 𝗼𝗳 𝘁𝗵𝗲 "𝗙𝗿𝗲𝗲 𝗠𝗼𝗻𝗲𝘆 𝗘𝗿𝗮": SaaS company valuations have reverted to pre-Covid levels and series C, D, E investors have decreased, changing the funding dynamics. Investors are now prioritizing companies with a clear path to profitability to mitigate risks. 2️⃣ 𝗔 𝗺𝗼𝗿𝗲 𝗮𝗻𝗱 𝗺𝗼𝗿𝗲 𝗰𝗿𝘂𝗰𝗶𝗮𝗹 𝗿𝗼𝗹𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗖𝗙𝗢: The CFO is pivotal in managing the data room, overseeing finances, and controlling the business model. Mastering cash flow indicators like burn rate, implementing real-time KPI tracking and reporting has become essential. The CFO must adopt a strategic stance from the start, selecting the right investors and asking the right questions to optimize funding. 3️⃣ 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗰𝗮𝗽𝗶𝘁𝗮𝗹 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Many financial problems originate in the procurement department. Implementing the right tool to effectively manage procurement, giving the right level of visibility and control while enhancing teams to promote adoption has become essential. 👉 Want to participate to our next events? Register here: https://lnkd.in/dxfexJbi Romain Libeau, Victor Cuxart, Margaux Flamant, Clément Gobet, Eric Olombel, Antoine Loudenot, Augustin Monnoyeur, CFA, Anne-Sophie Marquet, Baptiste Dupont, César Caulliez, Maxime Detony, Nicolas Pillet, Nicolas Ducharme, Ismail El khalloufi
- Frédéric Kemp “Is ELTIF 2.0. the key to the retailisation of Private Equity?” is definitely one of the questions we touched upon during the roundtable Frédéric Pérard from STP had the pleasure to co-moderate during the #LPEA Tech Day on 22 May, 2024. The main take-aways of this interesting discussion can be sumarized as follows: 1- Most ELTIF 2.0 new projects are open ended funds with potential high volumes of retail investors; 2- this implies more onboarding work, including AML / KYC and therefore more cost; 3- it also requires to address specific aspects like long lock-up period and the need for liquidity; 4- GPs need to adapt their fee structure to make them simpler and easier to manage; 5- ManCos and Asset Servicers need to get properly equipped to process a mix of bankable and non bankable assets, often held in very different systems… 6- Consequently, ELTIFs 2.0. seem promising but challenging. Let’s see the final RTS and their impact on the market. Thank you #LPEA for hosting this insightful event. For those of you interested in launching ELTIFs, talk to us if you current platform doesn’t fully meet the needs! #ELTIF, #Asset_management, #Asset_servicers, #ManCo, #GP, #LPEA
- Justin Koehler, CFA, CVA, CIRA, CDBV Our experts Raphael Miolane, Senior Managing Director in Corporate Finance & Restructuring, and Michael Ovalles, Senior Managing Director in Business Transformation, Office of the CFO Solutions Practice, discussed the current trend of outsourcing & offshoring financial functions for global companies, during the AmCham France CFO Club virtual session. Here are the key insights of their discussion: ✔ The main factors for outsourcing are access to specialized skills and cost optimization. ✔ Ensuring effective integration and onboarding of new talent is essential in a competitive global environment ✔ High turnover rates in offshoring strategies require close attention ✔ There is a noticeable shift towards outsourcing knowledge-based tasks, which can highlight the value of specialized and strategic skills over purely transnational activities ✔ The new opportunities brought by Advanced Machine Learning & Artificial Intelligence. Thank you to AmCham France and all the participants for this wonderful session! #ExpertsWithImpact #Outsourcing #Offshoring #CFO
- Valentina Pozzobon, PMP 𝗧𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗣𝗼𝘀𝗶𝘁𝗶𝘃𝗶𝘁𝘆: 𝗛𝗼𝘄 𝗢𝘂𝗿 𝗔𝘁𝘁𝗶𝘁𝘂𝗱𝗲 𝗦𝗵𝗮𝗽𝗲𝘀 𝗧𝗲𝗮𝗺 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 Reflecting on the past few months, it's incredible to think that SAMP has nearly matched overall last year's performance in just six months. This achievement, naturally, came with its fair share of challenges. Through it all, I've learned how crucial it is to maintain a positive outlook. I’ve realized how much my attitude, energy, and stress levels impact others – starting with my team (and, of course, my partner at home). Our attitudes as leaders profoundly influence our teams, often more than we realize. During tough times—or simply when we're tired and overworked—it’s easy for our spirits to drop. We're all human; not every month can be fantastic. But even in those moments, our teams look to us for guidance. If we let our morale slip, we might unknowingly bring our teams down with us. I admit, I’ve struggled in the past months to find the balance between being authentic and staying positive. It’s not about forcing a fake smile—people can see through that. They sense the tension and stress behind the facade. For me, “faking it until you make it” doesn’t work. So, how do we stay positive in tough times, especially when things aren’t going well? I’ve realized that positivity is less about a fake smile and more about resilience, determination, and finding solutions, even when things get tough. It’s about celebrating small successes, acknowledging issues, and then moving forward together to solve them. It’s about recognizing progress. It’s easy to focus on what’s not working, but we should also acknowledge the many things that are progressing and moving in the right direction. 𝗦𝗵𝗶𝗳𝘁𝗶𝗻𝗴 𝗼𝘂𝗿 𝗳𝗼𝗰𝘂𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗽𝗼𝘀𝗶𝘁𝗶𝘃𝗲𝘀 𝗰𝗮𝗻 𝗹𝗶𝗳𝘁 𝗼𝘂𝗿 𝘀𝗽𝗶𝗿𝗶𝘁𝘀, 𝗲𝗻𝗵𝗮𝗻𝗰𝗲 𝗼𝘂𝗿 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲, 𝗮𝗻𝗱 𝗶𝗻𝘀𝗽𝗶𝗿𝗲 𝗼𝘂𝗿 𝘁𝗲𝗮𝗺𝘀 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲. And you? How do you stay focused on the positive side even in tough times? #Leadership #PositiveMindset #TeamImpact #Resilience #Authenticity #LeadershipChallenges #CelebrateSuccess #FocusOnProgress #Inspiration #TeamEngagement
- Dimitri Raziev 𝐌𝐞𝐞𝐭 𝐉𝐮𝐥𝐢𝐞, 𝐭𝐡𝐚𝐭 𝐈 𝐬𝐩𝐨𝐤𝐞 𝐥𝐚𝐬𝐭 𝐰𝐞𝐞𝐤 𝐚𝐭 #𝐒𝐮𝐢𝐭𝐞𝐖𝐨𝐫𝐥𝐝, 𝐚 𝐝𝐞𝐝𝐢𝐜𝐚𝐭𝐞𝐝 𝐂𝐫𝐞𝐝𝐢𝐭 𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐥𝐞𝐫 𝐚𝐭 𝐚 𝐟𝐚𝐬𝐭-𝐠𝐫𝐨𝐰𝐢𝐧𝐠 #𝐒𝐚𝐚𝐒 𝐜𝐨𝐦𝐩𝐚𝐧𝐲. Each month, Julie manages a high volume of invoices, but her day-to-day is complicated by a few persistent issues: 1️⃣ High Volume of Invoices & Manual Activities 2️⃣ Inconsistent Collection Treatment 3️⃣ Poor Information Management I presented her Kolleno Solution an all-in-one platform to help her with the following challenges by: 💡𝐀𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐂𝐨𝐥𝐥𝐞𝐜𝐭𝐢𝐨𝐧𝐬 𝐏𝐫𝐨𝐜𝐞𝐬𝐬: Automating reminders, payment requests, and follow-ups, to drastically reducing the manual workload for Julie. 💡💡𝐀𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐂𝐨𝐥𝐥𝐞𝐜𝐭𝐢𝐨𝐧𝐬 𝐏𝐫𝐨𝐜𝐞𝐬𝐬: With customisable workflows, our solution ensures each client is treated consistently based on their specific payment history and terms. This eliminates missed follow-ups and improves cash flow. 💡💡💡𝐂𝐞𝐧𝐭𝐫𝐚𝐥𝐢𝐳𝐞𝐝 𝐈𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: The platform brings all accounts receivable data into one-place. Julie can access invoices, payment statuses, and customer communication in real time, making her job easier and more efficient. Now, Julie is no longer bogged down by manual activities or spread information. With Kolleno, she can manage collections effortlessly and improve the overall #collections of the company. #payments #efficiency #ERP
- Stephane Maes As a pre-seed, seed, or even at series A, companies should ask themselves: "Will it become a 100 mio ARR company?" I had an inspiring (for me) conversation with Tycho Klessens from Peak on the topic. In most cases, the answer surprisingly is 🚫. We see this in the current wave, being AI now too... Why is this? And why do VCs say no - or when you should say no to VCs... ❌ A 20th FOMO exact copy of a copy of a copy (you see that a lot - A LOT). ❌ Not unique or disruptive enough, despite not being an exact copy ❌ The cap table is more often than not a real nightmare ❌ The product itself and the product-market fit ❌ Not being able to retain a continuous go-to-market fit ❌ The founders are key (will they take it to 100 mio, really?) Now this only means, Venture Capital may not be the way forward, in any of those cases, let alone a combination of multiple, up to sometimes all (perfect storms). But there are tons of great businesses, which are then destined for another path. From private equity to angel investors to going bootstrapped. Someone I consider as a friend throughout the years, the iconic duo Stefan Smulders with his co-founder Glenn Miseroy is an amazing example of such great things, with Expandi.io. Few can accomplish that. Top sport. It's nothing less than absolutely masterly how they managed to scale to 9 mio ARR throughout the years, now going to 10. I feel obliged to cheer, every time I hear more great news of another milestone reached - they're doing it, every day throughout the years. Consistently consistent. But without going for the VC model. Imagine they would have raised (and raised again). They would have given up a lot - and according to that is required in terms of growth performance, who knows where the company or they would be right now? This is a GOLDEN example of how VC isn't always the best way forward. So ask yourself, is your company going to scale to 100 mio ARR? In the required timeframe? Otherwise, you're playing with absolute fire - and another path might be more feasible. Yet end of the runway - a lot of people don't think straight, they're in survival mode. It's not because a VC would give you money, it's the smartest move to take it... Something to think about. Not to mention those 20 FOMO businesses out there that are merely not unique enough. Not everyone is Expandi.io, unfortunately. And taking the money is one thing - but earning it back, at the expected rates, is another... And most start-ups and scale-ups will never do 100 mio ARR, let alone become a "unicorn". It's all fun and games, start-ups, raising funding - until you have to deliver ROI. And you have to be able to deliver on that ROI. Otherwise, what's the point?
- Romain Porot, MBA 🌟 Empowering Swiss Banking & Beyond: Driving Resilience and Innovation with Wavestone 🌟! As we work with our clients in Switzerland’s banking sector and beyond, Cybersecurity, Cloud Transformation, SAP integration, and Product Lifecycle Management (PLM) have emerged as pivotal to staying resilient in a rapidly evolving landscape. In banking, especially, cybersecurity and cloud solutions are key to meeting regulatory standards and client expectations for seamless, secure experiences. Meanwhile, artificial intelligence and sustainability are gaining momentum, reflecting a shift towards forward-thinking, responsible innovation. While projects in these areas are developing steadily, it’s clear they’ll play a crucial role in shaping the future of banking and other industries in Switzerland. Excited to help our clients navigate these transformative changes with the strength of Wavestone’s expertise! #Cybersecurity #Cloud #SAP #PLM #ArtificialIntelligence #Sustainability #SwissBanking #Wavestone #DigitalTransformation #BusinessResilience #Innovation
- Stephane Pensivy 🏃♂️ = 🎧, long run = lot of podcasts 😊 . An inspiring one today: Jean-Philippe Courtois welcomes Florent Menegaux, CEO of Michelin in The Positive Leadership Podcast. ✔️After a successful experience in PWC, Florent was fired by his second company. His boss reproached him not being feared by his team… 📖 Though my focus is on leadership, it’s interesting to learn about the roots of Michelin’s guides and Maps. They invented and patented the way to fold maps. Michelin has been the first to invent the digital maps (ViaMichelin). Google came to Michelin to ask them to help building what became Google Maps! 📖 Tolstoï: “Everyone wants to change the world, but no one wants to change himself” 👉 Florent has been coached a lot during his career. He also decided to coach the 600 top managers of Michelin but also to coach the ExCom as a team. 👉"The best management you can have is by actively listening to the others. Every time you put yourself in a listening position, you help the other one to shape what they have to say". 💡 "Relooking about what we are doing starting by a simple question: what is a tyre? Give a definition of what is a tyre without using the word tyre. It took several months to put a definition of what is a tyre without using the word." 🙏 I take this as a takeaway to give a definition of Networks without using the words #Networks and #Backbone 😊 👉 The "WHY" of Michelin. Journey started in 2011 (41') when the senior leader in the US told him “I cannot motivate myself with value creation”. He was stuck answering this question. Hence the work on their purpose “We care about giving people a better way forward”. Then they defined "For WHAT?" with thousands of people to work on their collective dream. 💡 The triple bottom-line concept: Profit, People, Planet (the “3Ps”). We can’t dissociate these 3Ps, otherwise you weaken the other “P”. If you only focus on profit, you may not have the people and the ressources (risk of exhausting people and ressources). In Michelin, the ten years, one year or one week horizons are always considering these three “P”. “We never look at the business with only one “P”. Every business has to report on these three dimensions at the same time. In the long run you will not exist if you don’t consider these dimensions together". ✔️How do you do when time get tougher (restructuring)? Michelin announced the closure of two plants in France. Tough decision, but necessary for the company to be ok in the long run. Need to do to in a responsible manner (53’). 👉 "If you want to change things, things will change. I strongly believe in collective intelligence, I believe in positive leadership. There is always something good about everything. Never accept mediocrity, never accept things the way they are”. 👉 "Most of the time I’m an actor. Collective intelligence is the only way to tackle complexity. Don’t see the other one as a threat but as a support”. 👉“Leadership is not a title, it’s a mindset”.
Autres personnes nommées Fabrice Sana
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Autres personnes nommées Fabrice Sana