Alban A.


Dear Sir or Madam,

For now, I am managing a business unit of 1'500 employees after 15 years’ international experience (Ivory Coast, Luxembourg) in profit centre management (turnover of EUR 25M) in environments of strong growth / risks: consulting, risk management, performance management and KPI measurement, lean management, production site management (export of 50,000T of bananas/year).

The following objective in my career leads to a position of managing director in a challenging environment.

My main managerial and operational skills are :
- a structured and pragmatic approach to management issues
- a rigorous and dynamic approach in the implementation of action plans
- a transparent, constructive, and regular communication in the follow-up of objectives
- an unifying management style (team player) oriented towards a culture of results.

I remin at your disposal and would be pleased to share more information together.

Best regards,



Production Director
Compagnie Fruitière
Cote d'Ivoire
August-2018 - Present

Agro-economic management of production sites in Africa: administration of a sensitive structure of 1,000 hectares which brings together 1,500 employees and has an annual turnover of EUR 24 million, with 83% of production exported to Europe.

Exceeded budgeted volume objectives by 14%, with a production cost saving of 6%.

Skills: Leadership · Teamwork · Corporate Finance · Performance Management · Driving Results · Management

Financial Control Manager
Compagnie Fruitière
Cote d'Ivoire
May-2016 - July-2018

Scope: Seven production sites spread over 4,000 ha / team of five management controllers

Development of local training, KPI and set up of business reporting: FTE/ha, cost in EUR/box and EUR/ha, labour productivity according to activity, etc.

Deployment of a production cost reduction plan aimed at reaching a target of EUR 6.50/box

Benchmark via a two-month immersion internship in Costa Rica on reference practices in the banana industry: work on plantations and in packing plants, study of the HR model, production tools, and organisational structure.

Scope: Seven production sites spread over 4,000 ha / team of five management controllers

Skills: KPI Reporting · Financial Analysis · Performance Improvement · Business Planning · Corporate Finance

Head of Operations
Generali Luxembourg
January-2013 - May-2016

Team effort over a period of 4 months to create an operational subsidiary from January 2, 2013: due diligence, business planning and forecasts, definition of a risk management policy, implementation of cash flow plans, coordination of IT developments, and implementation of accounting, distribution networks, and investment solutions dedicated to clients.
Set up of a customer service team with the creation of operational and monitoring procedures using performance and HR indicators
Single point of contact with the shareholder: follow-up of activity and regulatory reports.

Definition of pricing levels by market segmentation (development of a calculator based on profitability parameters and regulatory constraints)
Management of partnerships: brokers, asset managers (after due diligence), and custodians
On boarding new partners and direct management of first business cases.

Set up of treasury tools to monitor the company's assets and manage liquidity
Building of client funds based on financial analyses guided by the Luxembourg regulatory framework.

Senior Manager Consultant
Generali France
January-2010 - December-2012

Following a reorganisation, assumption of responsibility for the operational management of Generali Gestion Privée; carrying out a legal/compliance audit in order to bring the entity into compliance with Group standards while maintaining an optimal quality of service (securing and optimising banking partnerships)

Valuation and sale of part of the client portfolio to a broker – work to secure and optimise banking partnerships.

Financial and regulatory audit of Generali Gestion Privée: Risk mapping and action plans

Production of weekly activity reports, the communication of KPIs and analyses to the management team

Coordination of 12 working groups across two themes: Profitability/Self-financing and Risk Management.

Senior Consultant
January-2008 - December-2009

Improvement in modelling of the front/back process of NATIXIS on equities, bonds, and C0² contracts

Risk management assessment with BNP Paribas Asset Management

Implementation and optimisation of a management solution for Generali's anti-money laundering department.


Master in Management, Finance
October-2003 - July-2008

AACSB & EQUIS accredited

Universidade Nova de Lisboa
October-2006 - July-2007

EQUIS accredited