VP Finance

LEACH INTERNATIONAL EUROPE is a high-technology player specializing in the design and manufacture of electromechanical and electronic solutions for the defense, aerospace, and railway sectors.

Its mission is to deliver reliable, innovative, and sustainable systems that contribute to the safety, performance, and dependability of critical applications.

Based in Sarralbe and Niort, LEACH INTERNATIONAL EUROPE relies on the expertise of its teams and a culture of industrial excellence to support customers worldwide-from development to series production - while guaranteeing the highest standards of quality and compliance.

THE ROLE

As Vice President Finance & Compliance, you will be a key member of the Leach International Europe leadership team and a strategic business partner to the President and the operational leadership team.

This is not a traditional corporate finance role. The VP Finance is expected to be deeply connected to the business and to play an active role in driving performance, profitability and cash generation. You will combine strong financial leadership with a hands-on understanding of operations, customers, pricing, programs, working capital and organizational performance.

You will own the financial agenda of the business and provide the President and leadership with the financial visibility, challenge and discipline required to make fast, fact-based decisions.

You will be expected to:

• Translate operational performance into financial impact.

• Protect and improve EBITDA.

• Drive cash generation and working capital discipline.

• Support profitable growth and value-based pricing.

• Improve productivity and cost structure.

• Ensure rigorous forecasting and accountability.

• Provide clear, concise and fact-based information to leadership.

• Develop a high-performing Finance organization.

• Act as an owner of the business, not simply as its financial reporter.

KEY RESPONSIBILITIES

1. Business and Financial Leadership

Own the financial performance of Leach International Europe and provide the President with a clear and actionable view of business performance.

• Translate business objectives into measurable financial targets.

• Monitor revenue, gross margin, EBITDA, working capital, cash flow and profitability.

• Identify performance gaps early and drive corrective actions.

• Challenge business assumptions and ensure financial consequences are understood before decisions are made.

• Establish a strong performance management rhythm across the organization.

• Ensure that financial performance is understood and owned by operational leaders.

• Provide clear recommendations rather than simply reporting financial information.

• The successful candidate will be comfortable asking difficult questions and challenging senior leaders when the facts do not support the proposed course of action.

2. EBITDA and Profitability Improvement

A central responsibility of the VP Finance will be to drive EBITDA improvement and sustainable profitability.

You will work closely with Operations, Sales, Supply Chain, Engineering and Program Management to:

• EBITDA improvement opportunities.

• Monitor productivity and cost performance.

• Challenge labor and overhead structures.

• Analyze manufacturing performance and absorption.

• Improve cost visibility and accountability.

• Identify margin leakage.

• Support make-or-buy and sourcing decisions.

• Evaluate product and customer profitability.

• Identify underperforming activities and develop recovery plans.

• Ensure that improvement initiatives deliver measurable financial results.

• You will have a strong bias toward action and measurable results.

3. Cash and Working Capital

Cash generation is a core component of the role. You will establish a strong cash culture throughout the organization and actively manage:

• Accounts receivable.

• Accounts payable.

• Inventory.

• Customer payment terms.

• Supplier payment terms.

• Excess and obsolete inventory.

• Working capital requirements.

• Capital expenditure.

• Cash forecasting.

• You will challenge the organization to understand that profit is not cash and ensure that operational decisions are evaluated for their cash impact.

• You will establish clear ownership of working capital metrics and drive corrective actions when