Germany
During the first 38 years of my career, I restructured, transformed and grew companies in Europe. I went through my first turnaround at the age of 32. A good training for what comes now.Sven Schmidt and I are now founding a very special company that specialises on growth: CO.INTRA. Sven is the best growth specialist I have ever met. We both share a passion for excellent execution of simple ideas, that start from tangible customer needs. And we prefer results that stem from collective achievements: they just last longer. Our work can only deliver sustainable results if the leaders in front of us are driven by a genuine ambition for their company and are highly demanding towards themselves. For this reason, we naturally collaborate with private equity backed companies. However, there are also remarkable leaders in the German Mittelstand, who are willing to work hard to seize their growth opportunities, and CO.INTRA was built with them in mind. We work very hard too, as you will soon find out.
Wachstumsspezialisten für Private-Equity-finanzierte Unternehmen und den deutschen Mittelstand. CO.INTRA zeichnet sich durch seinen Fokus auf die Umsetzung aus. Wir unterstützen eine sehr begrenzte Anzahl von Unternehmen, deren Wachstumsambitionen von außergewöhnlich engagierten Führungskräften vorangetrieben werden. Wir helfen diesen Führungskräften dabei, die robustesten Wachstumspläne zu entwerfen und diese diszipliniert umzusetzen, Kompetenzlücken zu schließen, verschwendete Ressourcen für Wachstum umzuverteilen, neue Märkte zu erschließen und die Konkurrenz in den Schatten zu stellen, als wären sie unsere eigenen Feinde. Kurz gesagt: Wir setzen uns voll und ganz für Ihr Wachstum ein.
On 1 January 2025, I handed over the reins of BCA Europe to David Banks, completing a 15-month transition process. While my focus is now on preparing for a new professional venture, I will temporarily retain an advisory role at BCA Europe, primarily to support selected growth opportunities in Germany and France.
One Europe strategy. Creation of the European marketplace, starting from national subsidiaries initially working in silos. Setting up support infrastructures. - One Europe Transport, the first pan European car carrier focused on used cars: acquisition of trucks, recruitment of drivers. - One Europe Centre, our International centre of excellence , created in 2019 and today counting a hundred experts speaking 20 languages, they support cross-border flows) - Opening of 5 markets: Norway, Finland, Belgium, Austria, Poland, Romania. Increase of 25% in volumes (to 422.000 units) and 95% in profitability despite an extreme shortage of vehicles due to the pandemic. Negotiation and implementation of strategic contracts, for example with Ayvens (6-digit volume in 1st full year) As part of the implementation of my succession plan for Europe, immersion in Germany to lead the commercial turnaround of the German subsidiary (186 people) from January to September 2024, including search, training and launch of a General Manager.
Creation of our One Europe strategy, which has since led to a 4-fold increase in cross-border flows. Those are a game changer for a European marketplace, as they are a margin booster for both our customers and our Group. Creation of the conditions for an undisputed leadership position in the complex but highly profitable markets of Scandinavia. Only marketplace present in the 4 countries. Implementing European operational standards and best practices.
Dealer group owned by Sumitomo Corporation in Japan, around 15 sites, between 200 and 300 employees. All but one of the dealerships were loss-making when I arrived at the end of 2001. The company's founder and CEO was also a member of the board of Mazda (Suisse) SA. He asked me to turn the company around and lead its development. In mid-2005, Sumitomo Corporation initiated a process of complete divestment from Western Europe, which I largely implemented in France. General Manager (November 2001 to February 2007, based in Lyon, then Paris) - Turnaround of all subsidiaries, with the exception of one (Opel Boulogne) which was closed. - Negotiation with GM France (Opel importer at the time) of financial conditions adapted to SMS's presence in large urban areas, where dealerships have historically been much harder to make profitable. - Gradual disposal of Opel subsidiaries (potential for 5,000 new vehicles). Radical transformation of the brand portfolio, from a virtual concentration on the Opel brand to a more profitable combination of Toyota, Audi, VW, Skoda and used vehicles. - Acquisition and turnaround of Toyota and VW dealerships in serious difficulty, including one in receivership (GPI, which later became VW Axone). - Creation of new sites from scratch (Audi after-sales centre in Paris, Audi sales sites, Skoda network in Paris, Toyota Paris 17, etc.) - Operational alignment of the various Concessions (Sumitomo Retail, Kaizen). - Innovations: export, transparent and highly profitable takeover assistance model). - Interim management: on three occasions, direct management of Concessions to reorganize the company, then recruit and train a suitable manager, and support him through his transition and beyond.
Importer and distributor of Mazda vehicles and parts for Switzerland. 110 people initially. This unusual career choice was prompted by the CEO who challenged me to implement Bain & Co's recommendation to deploy a more qualitative and profitable distribution network, capable of supporting Mazda's move upmarket in Switzerland. Later, I took over the management of the company, implementing its turnaround and then its sale. General Manager (March 1997 to November 2001, based in Geneva) - Financial and commercial recovery of the company (+23% and profit in year 1). - Concentration of the sales network on around 30 Concessions supported by a local network, in place of the historic network of 341 sales and service outlets. - Implementation of a net pricing strategy, a first in Europe. This strategy has reduced the network's face margins, while boosting profitability. - Creation of the MX-5 Cup, leading to a sharp increase in margins, as we also created a special series resembling the race car, which was prepared in our workshops, with margin-generating accessories. - Valuation strategy to prepare the sale: best importer in Europe and alignment with the processes of European subsidiaries. - Transfer of logistics activities to Belgium, with no social impact. - In a context marked by the explosion of the Yen and the fall of the CHF, leading to a 41% increase in the cost of imports from Japan, Mazda Europe negotiated a €3m kickback in return for maintaining its market share. Switzerland becomes the most resilient market in Europe for Mazda. - I had to prepare and then finalize the sale of the company for CHF 18m to Mazda Europe, the main shareholder having died during the process. Marketing Team Manager (1994-1996, based in Geneva) Product Manager Xedos (July 1991-1993, based in Geneva, working throughout Switzerland)
Bain stands out for its intense involvement in implementing strategies. A work culture and intensity that won me over and that I've always tried to replicate. Consultant (1990-1991, based in Geneva) - Almost entirely devoted to Mazda's network development strategy. Winter Associate then Associate Consultant (1987-1990, based in Munich) - New distribution concepts for a hypermarket chain. - Acquisitions: road transport, perfume packaging. - Development of distribution networks for Mazda (D-A-CH and France)