1. Valérie VICTORIA 1994 : Ecole Supérieure de Commerce de Paris
(ESCP) Mastère Spécialisé
« Management des Projets Internationaux »
1993 : Université de Valenciennes DESS Gestion des
Affaires Européennes et Internationales
Lean Six Sigma (Green Belt)
ABOUT MY PROFILE
· Team management
· Working towards deadlines
· Responsible and responsive
· Taking ownership
· Flexible
· Know how to step back as well as to be detailed oriented depending on the needs
· Has a double experience “industry” and “consultancy”
RELEVANT EXPERIENCE
2000 TO PRESENT (MORE THAN 14 YEARS)
· ERNST & YOUNG – EY
· ANDERSEN
Senior Manager (Advisory Services)
- Led and coordinated a broad range of Internal Audit, Internal Control, Risk and Business consulting engagements with
large international organizations for the last 14,5 years. Developed client relationships, carried out project
management, developed Risk and Control frameworks, set up risk management and reporting processes, managed
business performance optimization projects.
INTERNAL AUDIT
Ø Co-sourcing / Outsourcing assignments with several clients
- Developed client’s risk assessment and coordinated annual audit planning process.
- Managed multi-location internal audit projects following either the client methodology or the EY methodology, and
professional standards. Led such engagements of various sizes and complexities across regions/countries and global
functions/processes.
- Coached audit team leaders in managing all aspects of internal audit scoping, planning, delivery, report finalization and
remediation management.
- Assured quality through continuous monitoring of portfolio activities and execution of pre-issuance reviews evaluating
procedures and results and draft audit reports.
- Co-ordinated communication with senior client’s management and stakeholders to build and manage relationships.
- Acted as coach and mentor to junior team members
Ø Quality review and maturity assessment of Internal Audit Department
- Assessed the maturity of Internal Audit functions for a range of large industrial clients
- Piloted the on-going development of the Internal Audit function by defining the road-map for the department
development for the 3 coming years as well as key performance indicators.
- Assisted the client in the implementation of the road map and the monitoring of the change management.
INTERNAL CONTROLS (IC) AND RISK MANAGEMENT
- Co-ordinated teams in charge of assessing risks as well as designing and testing internal controls related to
transformation projects (SAP implementation project, SSC implementation etc…) in multiple locations world-wide.
- Supervised SOX / J-SOX implementation projects: risk identification and assessment, process description, evaluation
of design and operating effectiveness of controls, quality review of SOX / JSOX documentation and related
methodology.
- Implemented Control Self-Assessment process as well as the follow-up of the self-assessment results (SOX+1 project).
- Assessed client’s IC with respect to COSO 2013 framework.

2. BUSINESS PERFORMANCE AND PROCESS OPTIMIZATION
Ø Redefined processes and controls of various departments in the context of the creation of shared service centers.
PROJECT MANAGEMENT
Ø Coordinated various projects for finance activities, internal control deployment, update and optimization.
PMO to ensure:
- Coordination and management of the project local teams (up to 12 European countries per project),
- Full project planning including objectives, responsibilities and ownership set up. Teams management within deadlines,
milestones and adequate risks analysis.
2 EXAMPLES OF CLIENT’S ASSIGNMENTS
Client Context My Role Achievement
Industrial
Company
Implemented in
France and
abroad
795 Million
USD
• In-house internal audit function.
• Significant global expansion and
increased complexity in business
model.
• Concern that internal audit was not
keeping pace with changing risks.
• Company launched an initiative to
review the competencies within the
function and validate the key risks
within the business.
• Enhanced risk assessment and audit
planning processes to facilitate the
deployment of resources to higher risk
areas/locations.
• Supported the company’s assessment of
the internal audit function.
• Provided resources through co-sourcing
arrangement.
• Established a 3 year roadmap for IA
department to grow.
• Validated that internal risk
assessment had appropriate
risk coverage.
• Critical competencies (IT,
etc.), especially at staff and
senior levels, were covered.
• Provided industry perspective
on the expanded role and
competencies of the internal
audit function.
Worldwide
Conglomerate
180 Billion
USD
• Company acquired a new business
and was willing to implement SAP
in all its new entities worldwide.
• Defined risk and control framework
design dedicated to the “to be” SAP
processes.
• Optimized controls framework
• Delivered action plan to align the project
with its expected SAP / SOX goals.
• Assisted with the implementation of
internal control procedures to monitor
the risks related to the new IT
environment.
• Moved to a new ERP. Go live
was performed in a safe
environment and did not
hinder the finance and
business performance.
1997 – 2000 Philip Morris France (3 years and 6 months)
Ø Senior Internal Auditor
1996 L’Oreal Coiffures (1 year)
Ø Cost Controller : Cost analysis of marketing campaigns
LANGUAGES
English Fluent
French Mother tongue
OTHER
PROJECT RISK MANAGEMENT (PRM) AND COST OF CONTROLS
Ø Responsible for the development of PRM and Cost of Controls at EY France Advisory.
Ø Speaker at the IFACI Seminar in October 2014 (presented the PRM methodology)
Ø Recruits EY consultants for the Advisory Services