Managing Director, Operations & Transformation

The Role

The Managing Director, France & European Transformation will have two connected responsibilities:

Lead the French business and ensure that the French entity is operated responsibly, effectively and in compliance with its legal obligations.
Lead the financial and operational transformation of Infillion’s European activities, including integration, cost reduction, organizational redesign and improved financial performance.
This is not a caretaker country-manager role. The successful candidate will be expected to challenge existing structures, eliminate unnecessary cost and complexity, integrate acquired businesses, improve financial visibility and create a clear path to sustainable profitability.

The executive must be capable of balancing the legitimate interests and obligations of the French entity with the strategic and financial objectives of the broader Infillion group.

Primary Mandate

The role’s principal outcome is to produce a simpler, more integrated and financially stronger European operation.

The Managing Director will be accountable for:

Improving European profitability and cash generation;
Reducing duplicated and nonessential operating costs;
Integrating businesses, teams, systems and processes;
Establishing clear financial accountability;
Developing and executing the target operating model for Europe;
Ensuring that claimed savings are visible in the P&L;
Supporting a clear decision to integrate, restructure, divest or otherwise reposition businesses that do not fit the future model.
Transformation and integration are the mechanisms. Measurable financial improvement is the result.

Key Responsibilities

Financial Leadership

Own the financial performance of the French operation and provide leadership over the broader European financial transformation.
Develop a detailed understanding of revenue, gross margin, operating expense, cash flow, working capital and cost to serve.
Establish clear budgets, forecasts and performance targets.
Identify structural cost-reduction opportunities across labor, benefits, vendors, facilities, technology and shared services.
Partner with the CFO to establish financial baselines and validate realized savings.
Ensure that cost reductions represent actual P&L improvement, avoided spending or contractually committed savings—not theoretical productivity.
Improve financial reporting, forecast accuracy, cash visibility and operating accountability.
Challenge investments and expenses that do not produce an adequate financial or strategic return.
Support cash-management, intercompany, transfer-pricing and capitalization arrangements in coordination with Finance, Tax and legal advisers.
Evaluate business activities using return on investment, contribution margin, payback and enterprise-value creation.
Transformation and Integration

Lead the integration of European businesses into a coherent Infillion operating model.
Develop and execute the European target operating model, including organizational structure, functional ownership, systems, vendors and management cadence.
Consolidate duplicated teams, processes, contracts and technology where appropriate.
Standardize critical workflows while preserving necessary local capabilities.
Lead cross-functional transformation initiatives from diagnosis through implementation and financial realization.
Ensure that new processes replace old work rather than being layered on top of it.
Create clear transition plans covering roles, vendors, systems, reporting lines and financial impact.
Establish measurable milestones, owners, deadlines and escalation mechanisms.
Transfer completed transformation initiatives into accountable steady-state operating teams.
Capture reusable practices and workflows that can contribute to Infillion’s broader Management Operating System.
France Leadership and Governance

Serve as the senior operating leader for the French organization.
Ensure that the French entity is managed in accordance with applicable corporate, employment, tax, regulatory and fiduciary requirements.
Maintain appropriate local governance, decision records, controls and financial discipline.
Work constructively with employee representatives, the works council and local advisers.
Lead consultations and organizational changes with rigor, respect and appropriate legal support.
Protect business continuity, customer relationships, employee safety, company data and intellectual property.
Clearly distinguish between legitimate local legal obligations and practices that unnecessarily prevent group integration.
Escalate material conflicts between local requirements and group objectives with a clear analysis of risks, alternatives and financial consequences
Organization and People

Design the future European organization around the work that needs to be performed rather than legacy structures.
Assess leadership, talent, spans of control, role duplication and organizational effectiveness.
Make clear recommendations regarding roles that should remain, change, consolidate or be eliminated.
Work with People and legal counsel to implement organizational changes fairly, lawfully and efficiently.
Create appropriate retention, knowledge-transfer, severance and transition arrangements for affected employees.
Obtain employee cooperation through clarity, credible commitments and fair incentives—not false assurances.
Build a performance culture based on ownership, financial understanding, direct communication and measurable execution.
Develop leaders who can operate within an integrated global company rather than as isolated local functions
Commercial and Strategic Leadership

Evaluate the strategic and financial attractiveness of European products, customers, markets and partnerships.
Improve the connection between commercial activity and contribution profit.
Identify unprofitable or overly complex customer arrangements and recommend corrective action.
Support pricing, contract and service-model changes that improve margin and cash generation.
Develop clear recommendations regarding businesses or assets that should be invested in, integrated, restructured, partnered or sold.
Represent the European business with selected customers, partners, advisers and other external stakeholders
Technology, Data and AI Enablement

Partner with Technology and Product leaders to simplify the European systems environment.
Use automation, data and AI to redesign work, reduce manual effort and improve decision-making.
Prioritize technology investments based on measurable financial and operating value.
Ensure that automation projects have defined future-state organizations and cost-removal plans.
Support responsible data use, privacy, cybersecurity and regulatory compliance.
Avoid technology programs that generate demonstrations or activity without operational adoption and financial results