Greater Philadelphia
CEO / Investor-Operator with a track record of full P&L leadership roles in large international corporations and a successful transition into entrepreneurial leadership. Proven ability to drive transformation, build and scale highly technical industrial businesses, and deliver sustainable value creation. Experienced in leading turnarounds, executing strategic growth plans, and structuring and delivering M&A initiatives, including the successful Management Buyout (MBO) of Cotemp Sensing in 2023 alongside private equity investors. My core strength lies in fostering positive, high-performance cultures where employees thrive in an environment of respect and accountability, and where customers feel consistently supported. I strongly believe that sustainable business success is built on trust, in line with our Cotemp mission to build trust through accuracy. Operates effectively in complex, multicultural environments across the U.S., Europe, India, and South America, combining strategic vision, operational execution, and financial discipline. Recognized for developing high-performing teams, building strong leadership capabilities, and fostering cultures grounded in trust, accountability, and a positive, ownership-driven mindset. Specialties: Leadership, P&L ownership, M&A, Investor relations, Business transformation, Growth strategy, Corporate finance, Large project negotiation & execution, Multi-cultural leadership, Influencing & negotiation. Languages: English, French, and Spanish (fluent, written and spoken).
Leading a global provider of temperature sensing solutions, serving demanding industrial applications across multiple regions with factories in USA, France, UK, India. In 2023, led the buyout of Cotemp Sensing (merger of Thermo Electric & Correge) through a Management Buyout (MBO) alongside a partner, Cotemp management, and private equity investors (PEI), establishing a strong foundation for the company’s next phase of growth. Focused on scaling the company’s industrial and manufacturing footprint across the U.S., Europe, and India through organic and external growth, while strengthening operational performance and market positioning. Committed to preserving and reinforcing a culture rooted in respect, trust, and empowerment, while driving sustainable growth through disciplined execution and long-term, value-driven customer relationships. Key focus areas: * Driving profitable growth and full P&L performance * Executing strategic roadmap and expansion initiatives * Leading M&A and external growth opportunities * Leading high-growth development in India * Strengthening global operations and industrial footprint * Building high-performing, accountable teams across regions * Developing long-term partnerships with customers and stakeholders * Deliver our vision: Building trust through accuracy. Operating in a highly technical, multicultural environment across North America, Europe, and Asia.
Led Thermo Electric through a successful turnaround, transforming the company from below-standard performance to improved profitability. Defined and executed a clear strategic growth roadmap, delivering financial performance through disciplined planning and operational execution. Rebuilt the company culture by establishing fundamental behaviors that reinforced trust, accountability, and a positive, high-performance mindset across the organization. Developed the leadership team, enabling managers to grow into strong, accountable leaders within their respective functions. Led the transformation of the Indian operation from an intercompany-focused manufacturing site into a regional market leader, significantly strengthening its commercial and operational impact. Strengthened the company’s positioning as a trusted expert for customers by delivering accurate, innovative temperature solutions that protect critical applications and assets, while developing long-term, value-driven customer relationships to support sustained growth.
Joined as COO with a short-term mandate to assess company performance and transition into the CEO role, with a clear focus on rebuilding customer trust. Defined and implemented a performance-driven operating framework, establishing clear objectives, KPIs, and priorities across the organization, with a strong focus on improving On-Time Delivery and responsiveness in customer management. Led critical operational improvements to restore service reliability and strengthen customer satisfaction. Identified and drove the implementation of a new CRM system to rebuild and structure customer relationships, addressing a major gap in a long-established company (founded in 1941) that had progressively lost proximity with its customer base. Played a key role in reorienting the organization toward a more customer-centric, data-driven, and accountable operating model.
Responsible for Grid FACTS P&L activity (Flexible Alternative Current Transmission Systems) - Americas
Held worldwide P&L responsibility for the FACTS (Flexible AC Transmission Systems) business within Areva T&D, later Alstom Grid (in 2010), with operations across the U.S., Brazil, Finland, the U.K., and France. Led the creation and consolidation of the first global FACTS activity within Alstom, with the mission to deliver highly technical, value-driven solutions to utilities and industrial customers, improving the reliability and performance of high-voltage grids through advanced power management technologies. Managed a diverse product portfolio including SVCs, STATCOMs, and Fixed Series Capacitors, enabling smart solutions to balance reactive and capacitive power in complex electrical networks. Led the acquisition and integration of Nokian’s FACTS division in Finland, strengthening the company’s technological capabilities and market position. Developed strong expertise in large-scale project negotiation and execution, ensuring successful delivery of complex, high-value contracts (from $5M to $50M). Drove the performance of a multicultural organization across multiple regions, with a mandate to enhance operational efficiency, align teams, and deliver sustainable growth.
- Led a “start-up” unit to a profitable “mature” unit - Growth achieved from $2M to $22M - Workforce increased from 7 to 26 employees - Unit' results delivered one year and half ahead of its 3 year growth plan
Alstom T&D became Areva T&D in 2003 - Responsible for Unit P&L, balance sheet and OCF consolidation - Yearly Unit volume = $25M - Production of unit forecast and annual budget - Lead finance/accountant team - Coordinate monthly closing process (SAP - Magnitude) - Lead unit restructuring plan
Formerly ALSTOM T&D - Responsible for financial control of US unit's turnkey projects (Multi millions and long term revenue recognition projects) - Participate and support operation team during risk session, budget, and project review - Support to tendering team and financial validation of new tenders