Christophe Le Borgne

• Various consultancy missions and notably interim CFO at CHALET XPO to lead necessary post covid refinancing, avoid chapter 11 and prepare for growth
• Also took advantage of this period for a lifelong experience walking the Camino de Santiago for 3 months, 1600 km and 6m visiting Asia.

Ground handling services for airlines €75 M, 1200 employees, 16 legal entities

• After a MBO, managed a company undergoing restructuring with a view to become sole handler in France providing cargo and passenger services in Paris and in the regions
• Thanks to Mergers & acquisition: Integrating Swissport France and purchasing Map Handling Fret in 2014 then expanding almost overnight into 10 regional airports as an addition to existing businesses in Paris - capitalizing on new openings to partner with LCC Volotea, Lufthansa and Air France Cargo
• Achieving success with significant tenders such as Air France/Hop Terminal 2G (5y contract), outsourcing of G1XL Air France Cargo (5y), Taking over Air France Cargo station in LYS, gaining DHL in CDG and opening new stations with Volotea
• Restructuring historically unprofitable activities: closures or redeployments (Servisair, Heracles),
• Legal & financial administration including treasury
• Built strong experience in managing labor relations and social affairs
• Crisis management: Plan to safeguard employment then liquidation in 2021 as a result of the Covid- 19 pandemic, putting in place collective procedures, mediation with the social partners

Ground handling for airlines & executive aviation, €90 M, 1500 employees, 11 legal entities

• Restructuring business in response to the loss of the CDG T3 ramp license. Moving to providing ramp services under Air France license, Passenger & cargo services under own licenses
• Retaining business aviation at Nice with renewal of the airport license,
• Commercial development: acquiring and integrating the airport activities of Derichebourg. Successful tenders with Air Méditerranée, Europe Airpost and Chronopost
• Negotiations with stakeholders (authorities, companies, airports) for contracts & license renewals, Networking and building Partnerships
• Moving from silo organization with duplicate resources all across into matrix with HO Shared services consisting of 30 FTE (allowing payroll savings of €0.5 M)
• Creating new functions: group COO & group HR, Building a Lead team consisting of 6 directors,
• Outsourcing Lost &Found, migrating IT systems, harmonizing practices
• Crisis recovery with Swissport Cargo France in CDG: creating a social dialogue,

Ground handling for airlines & exec. aviation, €80 M, 1250 employees, 9 legal entities

• Managing acquisition & restructuring projects with targets such as Alyzia (Former unit of ADP), Map Handling and Transdev
• Due diligence: acquisition audit, establishing the post-operation business plan and transition budget, multi-part negotiations (ministries, stakeholders)
• Offshoring accounting to Newco in India: implementing local team, harmonizing methods & processes
• Financial & Management accounting, Credit control, Consolidation, Legal & Taxation,
• Pivotal role in winning strategic tender: Air France Terminal 2G (35,000 flights p.a.).

Manufacturing nonwoven textiles. EMEA Rev. €135 M, 600 employees, Netherlands

• Cash flow improved by €4 M in 2009
• Management of Tax audits in Germany and France
• Annual filing of consolidated accounts (11 legal entities)
• Overseeing finance, administration, IT and accounting activities for the EMEA region: Costing solutions, make-or-buy decisions, integrating decision-making tools, management control, improving cash conversion, reporting and statutory obligations, legal matters
• Overseeing budget processes
• Intercultural management, 35 employees: coaching accounting managers in several countries (Netherlands, Germany, France), negotiating and implementing a GPEC (job and skills forecast management) agreement
• Establishing the industrial investment plan (CAPEX): installing new production lines

Manufacturing nonwoven textiles. Rev. €60 M, 300 FTE, 80% exports

• Financial and HR management of the 2 subsidiaries in France + Germany, 380 employees
• EBITDA up to 16% versus 10% previously, despite raw material cost increases
• Make-or-buy decisions to counter increase in raw materials (polymers): concentrating fabric production on one site, strategic refocus on cable/filtration/composite activities, R&D investment, reallocating resources
• Putting in place management tools: systemic analysis of actual/standard cost discrepancies, implementing JDE ERP
• Rolling out SOX directives in France and Germany

Manufacturing fabrics & lace (for Well, Georges Rech, Liberty, etc.) Rev €38 M, 470 FTE Calais

• Administrative, financial, legal and IT responsibility over 6 factories
• Member of the board of directors Involvement in developing and implementing a strategic plan to counter competition from Asia: revising costing methods and management tools, strengthening R&D resources
• Proposing a LMBO (leveraged management buyout) with the director of operations: developing a business plan, presenting it to investors

• Starting business activity in France generating turnover of €4 M in 1999, 50 employees