France
International CEO / Managing Director, I lead growth, turnarounds and value creation across infrastructure, energy and industrial businesses, operating in B2B and B2G environments in France and internationally (Europe, Africa, Asia). I work at subsidiary and group level, in complex, multi-country settings, with a strong focus on execution, governance and sustainable performance. 🔹 Value creation & impact I combine organic growth, operational excellence and turnaround execution to deliver measurable results. In India, I scaled an infrastructure business from €10M to €60M in revenue, increasing profitability to 45% EBITDA margin. In France, I delivered 4.5% average annual growth in a mature market. Internationally, I revitalized portfolios in China and across Asia, leveraging M&A, disciplined performance management and robust governance frameworks. 🔹 Investment & leadership profile I specialize in the creation, acquisition, scaling and transformation of infrastructure and industrial assets, combining financial performance, operational performance and multicultural leadership. My background spans investment banking and finance, followed by senior executive and CEO roles in growth, restructuring and turnaround situations. 🔹 Signature turnaround As Managing Director of Veolia Eau Sud-Ouest, I led a full operational and financial turnaround, moving performance from –€20M EBIT to break-even. Through governance reset, CAPEX control, operational rigor and team mobilization, the business restored profitability, execution discipline and long-term credibility. 🔹 Leadership & values I bring high standards, accountability, commitment, inclusion and boldness. My leadership style is hands-on, demanding and supportive, strongly performance-driven, with a clear focus on execution and people. 🔹 Core expertise Value Creation · Turnaround & Restructuring · Operational Excellence · Strategy · Performance Management · M&A · Multicultural Leadership · Infrastructure · Energy · Water · Waste 📧 [email protected] 📞 +33 6 77 31 45 57
Infrastructures | Environment Operational excellence | P&L Management | CEO | Performance improvement VEOLIA - Global leader in ecological transformation, EUR 47bn revenue, 230,000 employees worldwide. South-West Region: 1100 employees, EUR 240Mm in revenue, EUR 35M annual CAPEX, 150 water and wastewater concessions. ❖ Role Regional CEO for South-West France and ExCom member of Veolia Water France, responsible for full P&L management, operational leadership and strategic direction across a highly competitive and regulated business portfolio. ❖ Strategic Challenges • Lead a full restructuring (financial, commercial and operational). • Re-energise multicultural teams navigating organisational fatigue • Deliver five major drinking-water plants on time, on budget and to specification • Define and deploy a profitable and sustainable growth strategy • Establish operational excellence and Lean Management as core drivers of performance improvement ❖ Key Activities • Steer, as regional CEO, the operational and financial restructuring programme. • Shape and implement a development and business development strategy. • Rebuild a high-performance culture through enhanced people management and operational excellence. • Expand and secure the contract portfolio through disciplined negotiation • Lead change management and stakeholder alignment across all organisational layers. ❖ Results • Strategy: Delivered average annual growth of 4.5% in a stable market. • Performance improvement: EBITDA 4x between 2021-24 with no headcount reduction. • Cash flow management & Finance: Restored EBIT breakeven within 2.5 years. • Negotiation: Achieved contract renewal >90% with systematically improved margins. Business development | Cash flow management | Energy | Lean Management | Mergers & Acquisitions (M&A) | Multicultural teams | Negotiation | Operational excellence | P&L management | People management | Performance improvement | Restructuring | CEO | Infrastructures
Energy | Infrastructures | Environment International business | CEO | Strategy | Business development | Negotiation VEOLIA – Global leader in ecological transformation, EUR 47bn in revenue, 230,000 employees worldwide. Veolia China: 13,000 employees, EUR 1.3bn revenue, 50 sites ❖ Role Senior Vice President and ExCom member for China & Asia-Pacific, responsible for the strategic development agenda, business development, and Growth P&L across Veolia China. Led multicultural teams, unified commercial structures and strengthened company’s international footprint. ❖ Strategic Challenges • Restart profitable growth in a stagnant, highly competitive market during COVID-19. • Transform a decentralised organisation into a single, high-performing commercial structure. • Establish a focused growth strategy balancing Business Development and Mergers & Acquisitions (M&A) • Reduce capital intensity while improving margins • Build strategic partnerships in Energy and Infrastructures to secure long-term contracts. ❖ Key Activities • Define and deploy the commercial and development strategy for profitable segments. • Lead organisational transformation and change management across multicultural teams. • Identify, negotiate and execute strategic partnerships and M&A opportunities. • Strengthen coordination between sales, engineering offices and project delivery teams. • Drive negotiation excellence on the full portfolio of industrial and municipal projects. ❖ Results • Secured extensions for key contracts (+EUR 0.5–1m/year each over ten years), significantly increasing cumulative margins. • Won a complex 15-year BOT in the petrochemical sector (EUR 15M CAPEX), reinforcing the Energy and industrial portfolio. • Delivered a robust, sustainable growth trajectory in a market disrupted by the pandemic. Business development | Energy | International business | Mergers & Acquisitions (M&A) | Multicultural teams | Negotiation | P&L management | People management | CEO | Infrastructures
Industries | Infrastructures | Energy P&L management | International business | CEO | Business development VEOLIA – Global leader in ecological transformation, EUR 47bn revenue, 230,000 employees. Veolia China: EUR 1.3bn revenue, 13,000 employees, 50+ industrial sites serving F&B, chemicals, electronics and advanced manufacturing. ❖ Role Senior Vice President and ExCom member for China & Asia-Pacific, responsible for the Industrial Services. Led P&L (CEO), business development, Mergers & Acquisitions (M&A), and operational excellence across a highly technical and multicultural industrial portfolio. ❖ Strategic Challenges • Expand Veolia’s position in previously underserved industries (F&B, semiconductors) • Build strategy combining organic growth, partnerships and Mergers & Acquisitions (CEO) • Structure multicultural teams to enhance commercial, tech and ops • Accelerate international business expansion while preserving cash flow management / P&L management discipline ❖ Key Activities • Manage and optimise operations across water, energy and waste contracts for industrial players (CEO). • Build and lead dedicated techno-commercial team delivering high-value industrial services. • Identify, negotiate and execute strategic partnerships /M&A (energy, waste). • Drive change management to reinforce commercial efficiency • Shape a long-term development strategy focused on value /customer retention. ❖ Results • Secured multiple outsourcing contracts with major manufacturers • Built strategic alliances leading to the acquisition and operation of 14 WW treatment plants • Doubled the revenue of an acquired unit within one year, P&L management • Strengthened Veolia’s footprint through targeted growth and improved margins (Energy, P&L). Business development | Energy | International business | Mergers & Acquisitions (M&A) | Multicultural teams | Negotiation | Operational excellence | P&L management | People management | Performance improvement | CEO | Infrastructures
FMCG | Consumer Goods Finance | P&L management | Performance improvement | Operational excellence UNILEVER – Global leader in FMCG, EUR 65bn revenue, 130,000 employees worldwide. Tunisia–Libya cluster: 600 employees, EUR 60M revenue, one manufacturing site and a finance organisation of 14 people. ❖ Role Director of Finance for Tunisia and Libya, responsible for full P&L management, financial strategy, governance, and performance improvement across industrial and commercial operations. Acted as strategic business partner to the CEO and senior leadership team, leading multicultural teams in a rapidly changing market environment. ❖ Strategic Challenges • Modernise an under-structured finance function and strengthen internal governance • Restore financial discipline and elevate cash flow management in markets with high volatility. • Improve industrial performance and profitability across manufacturing operations • Support strategic decisions on product portfolio optimisation and resource allocation ❖ Key Activities • Rebuilt the financial governance framework: transfer pricing, consolidation, controls and reporting. • Led budgeting, forecasting, scenario planning and strategic financial analysis for senior leadership. • Enhanced P&L management through rigorous cost visibility and performance tracking • Supported negotiation on industrial decisions, including product-line consolidation ❖ Results • Achieved a full restructuring of the finance organisation • Improved performance management and reliability of financial reporting • Successfully executed the closure of the detergents production line, reallocating resources to the cosmetics line and improving margins. • Enabled faster, more robust strategic decision-making Business development | Cash flow management | International business | Multicultural teams | Negotiation | Operational excellence | P&L management | People management | Performance improvement | Restructuring | CEO
FMCG | Africa Audit & Governance | Performance improvement | Operational excellence | International Business UNILEVER – Global leader in fast-moving consumer goods, EUR 65bn revenue, 130,000 employees. Corporate Audit covered Europe, Africa and the Middle East, with missions across marketing, sales, HR, supply chain, finance and industrial operations. ❖ Role Senior Internal Auditor within Unilever’s Corporate Audit Group, responsible for leading high-impact audit missions under tight deadlines. Worked directly with country CEOs, executive committees and multicultural teams to strengthen governance, performance management and operational excellence across multiple geographies. ❖ Strategic Challenges • Reinforce risk management and governance across diverse and fast-moving markets. • Improve the reliability of financial controls and operational processes. • Support performance improvement initiatives within complex industrial and commercial structures. • Drive change in organisations with varying levels of maturity and resistance. • Deliver clear, actionable strategic recommendations to top management. ❖ Key Activities • Conducted full-scope audits in 3–4 weeks, covering finance, marketing, sales, HR, supply chain and procurement • Assessed strategic alignment, P&L management practices, cash flow management and operational excellence • Produced high-quality reports enabling rapid decision-making by executive committees • Coordinated major cross-country missions on Unilever’s European cosmetics and detergents factories ❖ Results • Delivered audit reports recognised for their strategic clarity and direct impact on performance improvement • Influenced governance enhancements across several business units • Supported restructuring and optimisation initiatives in industrial and commercial operations Business development | International business | Lean Management | Multicultural teams | Negotiation | Operational excellence | People management | Performance improvement
FMCG | Consumer Goods Finance | Performance improvement | Operational excellence | P&L management UNILEVER – Global leader in fast-moving consumer goods, EUR 65bn revenue, 130,000 employees. Unilever France: 3,000 employees, EUR 850M revenue, one headquarters and two manufacturing sites. ❖ Role Management Controller responsible for financial steering of industrial and commercial operations. Provided strategic insights to senior leadership, strengthened P&L management and drove performance improvement across manufacturing and sales functions. ❖ Strategic Challenges • Improve reliability of financial and operational data to support strategic decision-making. • Enhance cost visibility and productivity in a highly competitive FMCG environment. • Support the optimisation of industrial performance across two plants. • Strengthen financial discipline to improve margins in mature product categories. • Embed operational excellence routines and support change across multicultural teams. ❖ Key Activities • Managed P&L performance, analysed variances and recommended corrective actions. • Led annual budgets, forecasts and scenario analyses for the CEO and executive leadership. • Produced detailed reporting on factory performance, cost structures and profitability drivers. • Contributed to pricing strategy, supplier negotiation and resource allocation. • Improved financial processes and implemented performance indicators aligned with Lean Management principles. ❖ Results • Significantly improved the reliability and transparency of performance indicators. • Delivered standardised financial analyses enabling faster and more informed strategic decisions. • Enhanced cost control and visibility across manufacturing operations. • Contributed to key investment and product-line optimisation decisions used by senior leadership. Business development | Cash flow management | Negotiation | Operational excellence | P&L management | People management | Performance improvement
Corporate Finance | IPO | Restructuring | Investissement | Shareholders Finance | Strategie
Financial Services | Investment Banking Mergers & Acquisitions • Strategy • Negotiation • International business • Performance improvement UBS – Global investment bank, EUR 44bn in revenue, 105,000 employees. UBS France specialised in cross-border Mergers & Acquisitions (M&A), capital markets and strategic advisory for corporate clients and financial sponsors. ❖ Role Mergers & Acquisitions Analyst responsible for financial analysis, strategic assessments and transaction execution. Worked directly with CEOs, founders and investment committees, supporting high-stakes negotiations and cross-border deal processes requiring speed, accuracy and strategic insight. ❖ Strategic Challenges • Strengthen UBS’s positioning in the competitive French mid-cap M&A market • Deliver high-precision financial models and strategic analysis to guide executive decision-making • Accelerate deal execution while ensuring rigorous risk assessment • Support complex negotiations between buyers, sellers and investors ❖ Key Activities • Conducted full-spectrum valuation work (DCF, trading comparables, precedent transactions) • Prepared investment memoranda, strategic reviews and financial models for decision committees • Led detailed due diligence across financial, operational and market dimensions • Supported negotiation processes, preparing value scenarios and risk-mitigation strategies • Coordinated with multicultural teams across Europe to deliver operational excellence in execution ❖ Results Contributed to several landmark transactions: sale of Jeuxvideo.com, divestiture of Crouzet Automatismes, disposal of ETPM Business development | Mergers & Acquisitions (M&A) | Multicultural teams | Negotiation