Geneva Metropolitan Area
I am a multi-cultural industrial Procurement leader, with 20 years in the Automotive industry and 12 years in the Gases industry in Global companies. I drive Procurement transformation in a company that want to make it a strategic function for a better control on their costs and an added value through supplier innovation. ▪ PURCHASING / PROCUREMENT I spent my 32-year carreer in the Procurement function as a Buyer (4 years), Supplier Quality Manager (3 years), Category Purchasing Manager (9 years) and Head of Purchasing (16 years). I hold a Master 2 in Electronics Purchasing. ▪ TEAM MANAGEMENT I have been managing multicultural teams of buyers and managers (7 to 30 people) for over 25 years in multinational companies in the Automotive and Chemical industries. I know how to lead teams towards a vision and missions for internal customer satisfaction ▪ STRATEGIC THINKING / PROCUREMENT STRATEGIES For 20 years I have worked with internal stakeholders and my teams on development and maintenance of Purchasing strategies aligning with the Company's ones, and in some cases influencing them (e.g. Transport contract consolidation) ▪ NEGOTIATION I led numerous negotiations of all levels of complexity. One in particular consisted in negotiating a unique €45M open-book contract with a transport supplier for France. ▪ CHANGE MANAGEMENT / TRANSFORMATION I was involved in change management and transformation in the integration teams as part of Merger & Acquisitions at Eaton and Linde. I changed my own team organisation to the needs of the Business at Visteon. At Linde, I drove a complete cultural change in France to integrate Procurement as a strategic function in the processes and decision making; this transformation took a couple of years. ▪ PROJECT MANAGEMENT I managed projects ranging from simple tenders to complex cross-functional projects. I like to lead my teams to have a structured approach in project management for more efficiency (project charter, team, planning, reviews, steering, ...) ▪ COMPLIANCE / INTEGRITY Besides my high integrity personal values, Linde have put a particular focus on compliance for all their employees since the merger with Praxair. Annual Compliance trainings are mandatory, Integrity line in place, and I ensured to have a Compliance talk with my team meetings in order to convey a Compliance and Integrity culture throughout the organisation. Contact: [email protected] / +33 616995424 / +41 77 411 89 18 Purchasing | Procurement | Management | Strategy | Negotiation | Leadership | Transformation | Industry | Supply Chain
■ RAIL INDUSTRY | EQUIPMENT AND SERVICES FOR TRACK LAYING AND MAINTENANCE
■ INDUSTRIAL, MEDICAL & FOOD GASES | PHARMACEUTICAL INDUSTRY | PATIENT CARE ■ CONTEXT In 2019, LINDE merges with PRAXAIR, becoming the global leader of the Medical & Industrial gas industry. This leads to a restructuring in 2020. From a region-led organization, the Company moves to country business units. A 25% redundancy plan is implemented. In Procurement, central organizations are dismantled, transactional Procurement is outsourced and local organizations are reinstated. In this context, I am responsible for implementing the change in France, Spain & Portugal. This represents a spend of €250Mio & a team of 9 buyers. I implement the redundancy plan, adjust the processes & ensure Procurement productivity targets are met. ■ MISSIONS - Execute redundancy plan - Coordinate team & ensure cohesion during Covid - Adjust processes - Resolve issues linked to full externalization of transactional procurement - Develop team through coaching & training - Support Business emergencies during Covid: Medical Oxygen supply chain, delivery issues, … - Reviews with Business Unit leaders in FR, ES & PT - Train internal customers on new processes - Align Procurement targets to Business’. Cascade to the team - Run cross-functional workshops & projects to identify & implement productivity projects - Key supplier negotiations & contract reviews - Procurement lead in M&A projects - Ensure compliance & safety through training, talks & survey - Represent Procurement at internal & external audits. Execute corrective actions - Run recruitment when needed - Run team & individual reviews - Initiate Corporate Social Responsibility implementation for Procurement ■ RESULTS - 25% headcount reduction - €4M productivity per annum - Full implementation of new structure & processes ■ KEY WORDS Redundancy plan ⬧ COVID ⬧ Flexibility ⬧ Empathy ⬧ Development ⬧ Process ⬧ Training ⬧ Coaching ⬧ Productivity ⬧ Communication ⬧ Leadership ⬧ Reporting ⬧ M&A ⬧ Industry ⬧ Medical ⬧ Compliance ⬧ Safety ⬧ CSR
■ INDUSTRIAL, MEDICAL & FOOD GASES | PHARMACEUTICAL INDUSTRY | PATIENT CARE ■ CONTEXT LINDE moves from country business units to a region-led organization (Americas, EMEA & APEC). Support functions follow the change. In Procurement, we group all our strategic buyers within an EMEA category organization. Tactical Procurement remain in the countries, reporting to a Regional manager. Transactional Procurement & Systems are also regional. In this context, I take the lead of the largest category in EMEA, Logistics & Automotive, covering €500Mio spend over 54 countries, with a team of 7 Senior Buyers in the United Kingdom, Spain, the Netherlands, Sweden and Germany. ■ MISSIONS - Set-up new organization - Split category & country lead in new team - Reviews with country & value stream leaders - Develop & deploy EMEA Dangerous Goods Transport strategy with cross-functional team - Align team targets to EMEA Procurement ones. Cascade to the team - Run cross-functional workshops & projects to identify & implement cross-country productivity projects - Run major Transport consolidation tender in France as pilot for the Transport strategy - Launch similar Transport projects in other countries - Key supplier negotiations & contract reviews - Ensure compliance & safety through training, talks & survey - Represent Procurement at internal & external audits. Execute corrective actions - Run recruitment when needed - Run team & individual reviews - Develop team through coaching & training ■ RESULTS - Dangerous Goods Transport strategy deployed in EMEA - Single €50Mio transport contract in France, coming from 15 different contracts - Multiple local or cross-country projects (transport, forklifts, diesel, tyres, …) - €10Mio productivity per annum ■ KEY WORDS Commodity Management ⬧ Strategy ⬧ Change Management ⬧ Leadership ⬧ Negotiation ⬧ Projects ⬧ International ⬧ Productivity ⬧ Communication ⬧ Reporting ⬧ Industry ⬧ Medical ⬧ Compliance ⬧ Safety
■ INDUSTRIAL, MEDICAL & FOOD GASES | PHARMACEUTICAL INDUSTRY | PATIENT CARE ■ CONTEXT In 2005, LINDE decide to create a Procurement function in their organization. So far, the purchasing activities had been mostly transactional with very little (or no) supplier competition, no segregation of duties, low purchase order (PO) coverage, no delegation or decision process, no Purchasing ERP, etc. I join Linde France in 2011 as Head of Procurement France, member of the Management Team. My responsibility is to operate the Procurement structural and cultural change in the Company. ■ MISSIONS - Structure team, separate strategic, tactical and operational roles - Deploy Procurement ERP interface - Communicate regularly on changes - Train stakeholders to new processes & systems - Implement “No PO, no pay” process - Raise PO coverage from <50% to >95% - Implement digitalization and automation - Run tenders, involving internal customers - Implement e-sourcing & e-auctions - Improve contract coverage and contract maintenance - Develop team through coaching & training - Reviews with my peers - Align Procurement targets to Business’. Cascade to the team - Key supplier negotiations & contract reviews - Procurement lead in M&A projects - Ensure compliance & safety through training, talks & survey - Represent Procurement at internal & external audits. Execute corrective actions - Run recruitment when needed - Run team & individual reviews - Execute voluntary redundancy plan - Support North African BU’s to structure & develop their Procurement teams & processes ■ RESULTS - 95% PO coverage - Successful deployment of ERP - New culture of tenders and supplier change at Linde France - 20% productivity in 3 years - Full implementation of new structure & processes ■ KEY WORDS Change Management ⬧ Flexibility ⬧ Empathy ⬧ Development ⬧ Process ⬧ Training ⬧ Coaching ⬧ Productivity ⬧ Communication ⬧ Leadership ⬧ Reporting ⬧ M&A ⬧ Industry ⬧ Medical ⬧ Compliance ⬧ Safety
■ AUTOMOTIVE ELECTRONICS | AIR CONDITIONING, DASHBOARD, AUDIO & LIGHTING SYSTEMS ■ CONTEXT In 2007, the Global Purchasing team is reorganized. Commodity Purchasing becomes Global and other functions stay regional. In 2009 the company files voluntarily under Charper 11 protection. With the reorganization I am promoted to the role of Head of Purchasing for Europe. Reporting to me are Program Supply, Business Pursuit Purchasing, Operational Purchasing, Supplier Performance and TQCM for the Electronics BU. I am also holding the functional budget for the Commodity Purchasing team based in Europe. Team: 26 people located in UK, ES, PT and HU, including 4 managers. $540M budget. ■ MISSIONS - European Purchasing lead at Senior level for the Electronics Product Group Management - Cost down responsibility for European Electronics Plants - Supplier payment term alignment to legal maximum - Supplier charge-back for quality & delivery issues - Inventory reduction - Supplier Performance (Quality & Delivery) improvement plans - Support Operations on major issues with suppliers - Support plant closures and restructuring program - Creation of a Business Pursuit Supply function - Purchasing support to the Programs from Award to Launch - Purchasing representative at Operational reviews - Reviews with Business Unit leaders - Project reviews - Budget development and tracking - Reporting - Align Procurement targets to Business’. Cascade to the team - Represent Procurement at internal & external audits - Run recruitment - Run team & individual reviews ■ RESULTS - $10Mio productivity per annum - Successful deployment of Business Pursuit structure – 4 major businesses won - Successful launch of all projects - Supplier Quality targets met ■ KEY WORDS Automotive ⬧ Electronics ⬧ Change Management ⬧ Project Management ⬧ Restructuring ⬧ Development ⬧ Productivity ⬧ Leadership ⬧ Reporting ⬧ Industry ⬧ Automotive ⬧ Compliance ⬧ Supplier Quality ⬧ Operational support ⬧ Supply Chain