Long Term Value Creation - LTVC


LTVC is focused on creating value for companies over a mid to long term period


  • Strategic and operational financial management of companies
  • Valuation of companies
  • Mergers & Acquisitions
  • Investing in private equity


Managing Director LTVC

  • Executive Master Class in Corporate Finance - Vlerick Leuven Ghent Management School, Leuven & Ghent, Belgium
  • Master of Business Administration (High honours), Concentration in Finance - Université Libre de Bruxelles, Brussels, Belgium
  • Commercial Engineer (High honours), Concentration in Marketing & Logistics - Brussels, Belgium
  • Apprenticeship at Deloitte - Brussels, Belgium
  • ERASMUS Exchange - Glasgow Caledonian University, Glasgow, United Kingdom/li>

Assignment overview

Theuma Group – Bekkevoort, Belgium & Nijkerk, The Netherlands

Chief Financial Officer

November 2013 – until now

  • Implementation, execution and follow-up of strategic and operational financial management;
  • Supervising the finance department;
  • Performing the task of chief financial spokesperson for the organisation;
  • Assisting the organisation on all strategic, tactical and operational matters as they relate to budget management, cost benefit analysis, forecasting and funding needs.

Ageas - Brussels, Belgium

Performance Manager

November 2012 - October 2013

  • Defining and evaluating the Key Performance Indicators in order to realize the Ageas’ strategy (together with the strategy department and the business segments);
  • Coordinating, assessing and preparing the multi-year budget and quarterly forecasts at Ageas’ consolidated level in order to evaluate the business segment performance;
  • Preparing quarterly financial reviews for the Ageas’ Management Committee and the Ageas’ Board of Directors;
  • Collecting, analysing and synthesizing specific financial or business related topics in support of the Chief Financial Officer and the Executive Committee.

Portolani Wealth Advisors

Senior Financial Analyst (Corporate Finance)

November 2008 - November 2012

  • Identifying the drivers of a company’s profitability, connecting the profitability to cash flow and leverage, developing KPIs, improving the financial planning process, and facilitating the communication of the financial results to the Executive Committee, the Board of Directors and the shareholders;
  • Valuing companies (including due diligence);
  • Writing term sheets for new ventures and co-ordinating the process of incorporating companies;
  • Developing a reporting tool to increase transparency for management, Board of Directors and shareholders as to support the company’s turnaround;
  • Analysing the current business plan in order to restructure the company and steering the process of the latter (both legal and financial).

GE Money Bank Switzerland
(GE Capital) - Zürich, Switzerland

Lead Finance Analyst/Productivity Leader Operations & IT

August 2007 - November 2008

  • Integrating the planning model of the Operations and Information Technology departments with Cost Benefit Analyses: this hugely increased planning accuracy;
  • Creating detailed analytics which enabled the Operations and Information Technology departments to improve the operational rules;
  • Working with the Chief Operational Officer to identify productivity improvements equalling CHF 3.000.000;
  • Implementing a Low Cost Country-feasibility study, resulting in an increase of the LCC- Workforce of 30 FTEs: the cost savings equal CHF 1.500.000.


Alcon Belgium - Puurs, Belgium

Financial Analyst/Industrial Engineer

February 2003 - August 2007

  • Winning HQ’s support for an (initially) non-preferred & more expensive Time-&-Attendance system (1.500 people). The advantages of this system (that were discovered through research) are twofold: 1. It is an integrated system for time - i.e. wages - and security issues; 2. The system is user-friendly and enables decentralisation of some tasks of Human Resources;
  • Steering and implementing the above project successfully so that the payment of wages of 1.500 people was ensured;
  • Positioning management to decide quickly and confidently on issues concerning strategic operations. The demand for Alcon’s products rose significantly; this has forced management to consider different approaches to increase capacity in order to meet the rising demand: night shift, weekend shift, extra machinery, etc.;
  • Preparing and monitoring the direct-labour budget (250-300 people), enabling local management to have the budget accepted by HQ;
  • Implementing tools (shop floor control, etc.) and improving reporting to enable management to better understand and clarify the various types of direct-labour variances;
  • Co-ordinating Cost Improvement Programmes.

Deloitte - Hasselt, Belgium

Business Advisory Services - Audit Assistant

September 2002 - February 2003

  • Financial auditing: performing preliminary & final audit.





Contact LTVC

Long Term Value Creation
Rue Docteur Elie Lambotte 153/0.7
1030 Brussels, Belgium
Yves De Cupere
M: +32 473 33 71 11