France
- Leadership of Elementary Parts Plant after un-planned resignation - Machining, sheet metal, welding, surface treatment, painting, small équipement and all support functions (maintenance, quality, supply chain etc…) - context of massive transfers toward lower cost country with objective to turn the site into a Customer Service center - 240+ employees in 2023, from 160+ to 100 during my leadership (70%+ temporaries) - Actively deployed and improved communication and intimacy with employees to keep up motivation, work as ONE team and deliver as budget - Collaborated closely with unions - Handed-over the site to new Customer Service division mid-2025
- Designed and implemented Group Transformation structure and governance - Designed Value Creation Plan with all functions (Operations, Procurement, support functions HR, finance…) for the 3-year horizon Group Business plan - Supported recovery of Purchasing Transformation plan to mitigate contract cliff, pursue transfers and compensate for inflations (diagnostic, governance, communication to shareholders, drumbeating with group commodity leaders) - diagnosed, designed, coached and successfully achieved implementation of a 12m€ indirect spend reduction plan (Group spend control tower, travel and training policies…) - Organized in collaboration with HR team health survey and workshops from Comex to plants - Closed collaboration with CEO
- Managed a team of McK consultants to run production and quality transformations - Established closed relationships with top leadership
- Run 10+ manufacturing and maintenance transformations for European companies from metals, food, pharmaceuticals, telecommunication and aerospace industry - Diagnosed 20+ production sites to identify levers and potential to increase productivity and capacity or reduce costs - Designed and implemented concrete operational changes on several piloted sites and reached ambitious targets within a few months - Participated actively in developing McK internal knowledge (e.g., multi-site transformation roll-out, OEE increase for metal client, maintenance organization to increase wrench time) - Interviewed 20+ candidates in round 1 of McK entrance interviews (huge learning form this experience)
- Part of the 2-year Operation Excellence Program - Service line Manufacturing - 1 day of training in Europe every 2 weeks for 2 years on Manufacturing & Supply Chain - Run several 3-4 month projects as junior specialist (indirect spend, FAL ramp up, Service operations cost improvement, production capacity increase…)
Management de l'UAP SAFE (Spatial Aéronautique Filtres et Elements) : - 3 secteurs de fabrication dont 2 en salle blanche - 30-35 opérateurs / 3 relais d'atelier / 1 ordonnanceur - 2 techniciens (qualité et méthode) en soutien - activités de plissage, collage des éléments métalliques, TS, brasure, soudure plasma, montage et essais sur banc, ultradepollution, comptage particulaire...
Management des chaînes de montage aéronautique et spatial en salle blanche - 16-18 monteurs ajusteurs + 2 relais d'atelier - classe de propreté exigée - activité d'assemblage et d'essais sur bancs - procédés spéciaux : TS, soudure plasma, ultradepollution et comptage particulaire
- Préparation de nouvelles gammes de fabrication - Etude des flux et de l'organisation de la chaîne en vue d'une possible montée en cadence - Optimisation de l'appareil de production (SMED)
- 6 semaines de formation à l'Ecole Spéciale Militaire de Saint-Cyr Coëtquidan en tant qu'élève officier - 4 semaines de formation à l'École de l'infanterie de Draguignan - 3 mois au 3ème Régiment de Parachutiste d'Infanterie de Marine à Carcassonne en tant qu'Aspirant dont le commandant d’une section de 40 soldats