Greater Toulouse Metropolitan Area
« Inspire renewal and make it tangible » is the common thread of my professional experiences in both manufacturing industry and public research by federating people and building efficient innovative ecosystems - Design of innovation ecosystem to build a sustainable and innovative strategy, seek new markets and technologies, co-create user-centered solutions and the associated R&D programs - Transformation of organizations : change of the culture and processes (innovation across the company, processus or project management based organization, operations digitalization), - Lead of multicultural and cross-functional teams in a context of change - Building of sustainable partnerships (academic or industrial partners) around a common goal Norbert Féraud | [email protected]
* Organiser l’activité de R&I selon une chaîne de valeur alliant recherche amont, recherche partenariale, innovation, création de start-up Deep-Tech, dans une logique de copilotage entre la Direction de la Recherche, du Doctorat, de l'Innovation et de l'Entrepreneuriat et les centres de formation et de recherche * Garantit l’intégrité de la chaîne de valeur, fixe le cadre d’exécution, coordonne et séquence les actions * Mise en place d’une approche systémique de détection et montée en maturité des produits de la recherche pour positionner l’école en leader régional de la création d’entreprise Deep-Tech et alimenter l’activité de recherche partenariale
* Lead the project to structure the research activity for 200 people consisting in federating laboratories around a harmonized process, supported by a Research Information System, financial and contractual tools, creating the support organization * Boost partnership-based research and innovation in business * Strengthen the anchorage within “Institut Mines-Télécom (IMT)” and “Université Fédérale de Toulouse (UFT)”
Create & drive a research & innovation ecosystem at Group level animated by a multicultural and multidisciplinary innovation team and based on a strongly externalized model of technology acquirement. • Define and implement an agile, frugal, human centric innovation process • Leverage open network and partnerships with subcontractors and start-ups to acquire new technologies • Identify key academic labs & initiate joint research programs • Drive the 2016-2021 innovation strategic roadmap of $100M around societal and technological trends that impact the most the company’s business and the life of the customers like health and safety at work, productivity in manufacturing, tool tracking and access management / digital twins for connected factories, mobility in / out factories or jobsites, advanced materials for a lighter or more durable products Stanley Black & Decker “Tools & Storage” BU, 7900 employees, revenue of $2,6B
Drive the programs to develop innovative and global multibrand platforms for 5 Premium brands, leader on their market - Europe, Asia, North America. Each program is considered to drive up more than 50M€. • Manage a team of 5 global program leaders (based in France, Italy, USA) • Build the programs with the R&D, manufacturing, Supply-Chain, Europe, Asia, North America marketing and sales departments, consolidate the business model including Capex for new capabilities, get the buy-in of the US executive leadership, drive and release each program • In charge of identifying social trends and disruptive technologies for product design & manufacturing like • "Industrial & Automotive Repair" Business Unit : 4000 employés, $1,6B • B2B : equipements and solutions for the industrial and automotive markets
1/ Manage a team of Senior Product Managers to develop a portfolio of 5 brands and a 200 M$ revenue • Generate synergies of a global portfolio management of the 4 Premium Global Brands • Build and introduce a new European brand based on the merge of local brands: build the offer and drive the development plan, negotiate the price positioning and business model with the country sales executives and key-account distributors, build and deploy the European communication plan 2/ Project member of the industrial restructuring : • Introduce the concept of "global product platform" and coordinate synergies between European, Australian and American brands • Analyse the impact of the restructuring of the European industrial organization on the product portfolio and the commercial offer, prospose alternative scenario and transition to the new offer • "Industrial & Automotive Repair" Business Unit : 4000 employés, $1,6B • B2B : equipements and solutions for industry and automotive repair • Brands : Proto, Mac Tools, Facom, Usag, Sidchrome, Expert, Blackhawk, Pastorino, Britool, Tona, Bost
Revitalize a $55M hand tools product portfolio • Develop the 3 years product roadmap to deliver a sustainable growth and profitability. • Based on market analysis, end users knowledge and competitive benchmark, identify understand countries specific requirements and opportunities for sales growth through new product introduction and/or product improvement. • Lead new products launches • Work alongside with EMEA trade marketing and sales organizations to ensure new product potential is maximised • Run portfolio review on a regular basis to ensure sales, margin and projects are in line with budget. • Value based pricing on strategic NPIs to better understand customers perceived value and end users willingness to pay, improving value proposition and optimising financials for the company. • Manage price increase and category profitability.
Support the transformation of the 5 factories to the “automotive industrial standard”: • Spread and set up the practice of project management (PMI standard) • Manage the projects of manufacturing process upgrades for the European facilities through integration of new technologies and lean manufacturing approach • Initiate partnerships with universities • Create & lead the "Material Lab" : a team of experts in materials to support the European facilities • Develop manufacturing in Asian facilities: drive the unprecedented project consisting into developing from scratch the new flagship product line in Asia
Manage an industrialization and production team of 30 employees • Reorganize 2 manufacturing workshops through robotization and Lean Manufacturing approach • Manage the steel supply crisis of the site and pilot the project of adapting the industrial tool then manage the steel supply & blank cutting pole
Support young citizens facing critical issues with their military duty : understand their personal situation, identify their pains & find solutions
• Build and animate the first research partnership between Saint-Gobain and VOA • Develop & set up an on-line industrial vision system including an ergonomic HMI on the manufacturing line initially for VOA company then also used by Saint-Gobain • Develop numerical models of the glass forming process • Introduce some easy-to-use tools helping workers to better daily manage the manufacturing lines based on a deep work & usage analysis. VOA - Verrerie Ouvrière d'Albi : Glass Industry - Revenue : 99 M€, 300 employees