France
Strong management and leadership capabilities with proven track record on managing large and multi-disciplinary teams within broad international organizations. Extensive background within maintenance, process engineering, production, project management and development of industrial & commercial strategies through Aeronautics, Automotive, Defense, Automation and Energy sectors. Rewarding evolution towards business-oriented roles, I am passionate about creating value, finding new sources of diversification, driving strategic growth and development of new markets. Recognized to drive deep business transformation, especially within a context of change of historical activities and challenge of return to profitability. Proven ability to drive complex B2B sales at international scale by providing an effective and coherent strategic approach to increase business profitability. I lead and expand strategic units within industrial capital goods sales business model. Holding key position, providing unfailing commitment to run full P&L responsibility ranging from 30 to 100 people and generating €40 to €100 million in turnover.
Missions: Member of Executive Committee. (turnover >45M/year). Define and supervise the implementation of the commercial & marketing strategy within the company with a view to increasing sales, diversifying the activity and ensuring the economic sustainability of the entity. Ensure the company's development activities, in France and internationally, mainly in the EMEA, US and Canada. Establish strategic industrial partnerships and cooperation accordingly. Management of Commercial, proposal and Services teams (>30 people) to capture and processing Tenders as well as the proper execution of current contracts. Develop, negotiate and conclude contracts/sales for Greenfield, Brownfield and Aftersales type projects, ensuring the technical and economic consistency of the proposals. Ensure the transfer of sales to the project teams. Challenges : Develop and execute a strategic commercial plan in a context of transformation of historical activity and return to economic profitability. Transformation of the customer portfolio and business redesigned by capturing new markets and product repositioning (R&D). Results: return to profitability (EBITDA +12%), deep transformation of the customer portfolio, new markets capture with increased margin, Identification and penetration into e-mobility sector. Establishment of strategic cooperations in EU, Asia and US.
Missions: Member of Executive Committee. P&L responsabilities (turnover >10M/year) associated with the activities of a network of local subsidiaries in charge of developing and carrying out Services activities (aftersales) for our clients in the EMEA, US, Canada zones. Challenges : Transformation of the customer portfolio through targeted diversification actions and reactivation of historical installed bases. Development of the Gulf region, Canada and Norway by establishing intra-Group synergies and increasing local footprint. Results: profitability increase (EBITDA >10%). Reorganization of activity and rebalancing mix of activities, acquisition of new customers, increase hit rate, deployment of new business models and service products (Services contract, digital solutions).
Missions: Managing production department. Overseeing operations and production activities related to assembly and testing of underwater weapons systems (heavy torpedoes, light torpedoes, countermeasures, launch systems). Challenges: Manufacturing complex weapon systems, Preparation of specimens for sea trials, training program and delivery acceptance for National and foreign Navy, DGA. Preparation of R&D prototypes for technical qualification. Industrialization of new products. Maintaining Operational Condition (MCO) of systems in service.
Mission : Reporting to the Industrial Director. Ensure the development of the site master plan and the industrial strategy related to a potential Joint Venture configuration. Establish and drive the plant workload (300 people; turnover >100M€/year). Develop and manage the complete CAPEX program to achieve deep industrial modernization (capital goods & infrastructure). Budget >5M€/year. Challenges : Support the Executive Comitee to establish the mid and long term strategic plan. Support for board of directors in managing and anticipating medium and long-term business orientations. Contribute to the definition of industrial and HR policies (GPEC). Anticipate the recruitment plan and guarantee the adequacy resources/capacity. Ensure definition and execution (planning, technical, financial) of the investment program while ensuring consistency with the transformation plan - Development of the site master plan.
Missions: Manage the complete project (EPC) from design to industrialization of the new Peugeot 2008 assembly line. (budget >20M€). Challenges: Ensure Simultaneous Engineering (Product/Process) and Industrialization by securing achievement of the QCDS objectives of the project - guarantee the management and control of Process/equipment engineering, manufacturing, installation on site, production of pre-series and ramp-up - Orchestrate convergence actions to obtain process performance - Control the Project budget - Manage risks and opportunities - Management of internal teams and subcontractors - Guarantee compliance with the project schedule industrialization for the launch of the vehicle. Results: Maintaining the launch schedule and production of pre-series - Acceptance of the process and compliance with Customer requirements (Mulhouse factory) for transition to the “serial life” phase - Improvement of margin at completion (2 digits).
Missions: Create, deploy the reliability and overheads management process within the Trnava Factory. Manage continuous improvement projects and the associated action plan - Study the reinternalization of maintenance contracts - Develop and optimize the budget for the BIW factory regarding general costs and spares. Challenges: Ensure the management of the performance plan of the BIW factory associated with the optimization of equipment reliability and rationalization of production costs. Results: Increased equipment reliability (Availability +10%), Reduction in production costs (gains 2009 to 2011: 840k€), Reinternalization (savings made: 520k€/year).