José ARCOS

Leader congolese company for road and building construction
Average staff: 1 000 persons

Implementation of cost control system

Integrated sugar mill: 11 000 tons. Average staff: 350 persons

Finance and Administration Manager with Vice Managing Director’s responsibilities.
·As an emergency for the Castel group who bought the company,
·Conception and realisation of tools and processes according to the group standards.
·Reorganisation of the financial department.

Integrated sugar mill : 90 000 tons. Average staff: 4 200 persons.

Vice Managing Director.

·Interim period of general management.
·Data processing analysis. Proposal to improve reliability and coherence.
·Improvement of procedures in the field of loans and down payments to the staff.

Integrated sugar mill: 25 000 tons. Average staff: 850 persons

Finance and Administration Manager with Vice Managing Director’s responsibilities.

·Conception and realisation of tools and processes according to the group standards.
·Reorganisation of the financial department. 25% of staff reduction
·Personal multipurpose activities motivation launched using cross management project in the field of commercial and finished goods data processing management.
·Significant time reduction in settling financial figures (33%) with audit standards.

Small and medium sized business advice and audit missions.

Medium size Norwegian industry. High quality outdoor decorative lighting fixtures.

07/94 – 05/96: Vice Managing Director France.
·Internal reorganisation so as to reduce stocks.
·Decrease of running assets and financial costs (-55%).
·Improvement of cross companies resources so as to face decreasing margins.
·Costs reductions (6%). 1995/1994: +3,4 MF net results.

07/92 – 06/94: Financial manager South Europe and Director of the Spanish daughter company.
·France:
Starting up the management supervision.
Development of cash flow group management starting with Spain.
·Spain:
Activities, assets and staff restructure.
·Canary Islands:
Ending of activities negotiation without staff lay-off.
Sale of business, real estate and recovery of customers debts.


09/90 – 06/92: Financial manager of the French activities.
·Starting up and implementing administration, legal, tax, staff, data processing and financial organisation of the factory.
·Adaptation of production and commercial management software.

Diversified businesses (industries, distribution, services).
· Management advices and financial audits.

Company started up in 1982 so as to restructure 3 shipyards (11 000 persons).

08/86 – 01/87: Accountancy manager of the “La Seyne sur mer” shipyard.
·Re-implementation of financial department in « La Seyne » so as to be able to sell individually each shipyard before the company liquidation.

06/85 – 07/86: Staff member of the accounting integration project of the Mediterranean shipyards.
·Work transfer from “La Seyne » staff to « La Ciotat » staff so as to merge the administrative activities of both shipyards.
·Accounts and data processing integration. Project ending because of company liquidation.

01/83 – 05/85: Accounting departmental head of “La Seyne sur mer” shipyard.

Constructions Navales et Industrielles de la Méditerranée – La Seyne/mer (Var).
Shipyard (75%) and heavy industry (25%). 5 000 persons.

01/79 – 12/82: Accounting departmental head .
·Accounting software adaptation and implementation (± 200000 items per year).
·Analyse and starting up of specific procedures so as to retroactively split the shipyard activity sold to the NORMED company.

02/75 – 12/78: Vice Accounting departmental head in charge of legal accounting.
·Accounts Up-dating and audit procedures rationalization.

Société d’Expertise Comptable et d’Economie d’Entreprise – Toulon (Var)

09/72 – 01/75: Chartered accountant trainee.