Greater Tours Area
General management and leadership of multi-site teams of 25 to 150 employees, in France and internationally. 20 years of experience in the development and transformation of organizations (revenue of €7 to €100 million): large international groups, family-owned SMEs and mid-sized companies, and interprofessional organizations. Experience includes Food retail (13 years) and the wine and spirits industry (7 years). I primarily focus on strategic repositioning, business development, and value creation, engaging teams towards a clear and shared direction. My career, built at the intersection of finance, strategy, procurement, marketing, and general management, allows me to combine strategic vision, economic rigor, and a customer-centric approach. By analyzing markets, identifying growth opportunities, and uniting stakeholders around a common ambition, I define the development path. To create long-term value, I develop strong brands with a clear positioning and a consistent customer experience. I strengthen operational excellence, from product design to point of sale, by fostering cross-functional collaboration and sense of initiative. By selecting the most relevant communication channels, I embody the brand and act as its ambassador. Passionate about sports and mountain, and fond of gastronomy and travel, I thrive in environments where passion and commitment are evident. I bring my energy, vision, and practical experience to organizations undergoing transformation and committed to prioritizing the quality of the customer experience.
Representing, promoting, and defending the interests of Loire Valley wines and their 2,500 stakeholders, spread across 42,000 hectares, in France and internationally, by developing the Loire Valley Wines strategic roadmap with a sustainable approach and overseeing its implementation. TRANSFORMING THE ORGANIZATION'S OPERATIONS: In a challenging social climate, I develop cross functional collaboration among the teams by engaging all employees in the collaborative design of the company roadmap and by involving the Executive Committee. I secure team buy-in and ensure the organization's alignment with the governance's objectives. IMPLEMENTATION OF THE LOIRE 2030 STRATEGIC PLAN: To accelerate progress on one of the Plan's objectives - reducing the sector's carbon footprint - I identify and activate relevant levers. I mobilize 11 key stakeholders within two months to launch France's first regional consortium for the reuse of glass bottles (target: 3 million bottles). RELAUNCHING COMMUNICATION AND ENHANCING THE VALUE OF LOIRE WINES: I define a new, impactful and internationally readable collective identity, in consultation with stakeholders in the field. I promote Loire wines to the media and the general public: approx. 30 interviews with French and international print media, 5 radio/TV/podcast appearances, and 10 conferences.
Launch a plan of 10 innovations, strengthen the value proposition of the 5 strategic brands, and coordinate marketing and sales teams in France and internationally – distribution to approx. 60 countries – around a relevant and consistent product portfolio of 350 brands aligned with Cordier's positioning. BRAND INNOVATION: Based on market analysis, I launch an innovative brand in the low-alcohol segment. To maximize impact and ensure a successful launch, I establish an upstream partnership with a major retailer, involving them in product development. TRANSLATING CSR POLICY INTO THE OFFERING: I leverage CSR as a differentiator by embodying its principles in the offering. I integrate a range of wines in eco-designed formats, as well as alcohol-free and low-alcohol options, into the product launch plan. With a focus on transparency for the customer, I adapt communication strategies and launch blockchain technology for 20 wine references within 6 months. INTERNATIONAL TEAM MANAGEMENT: As part of the partnership as an official supplier of the Rugby World Cup 2023, I ensure the coordination between the marketing and sales teams (Fr, UK, Ger, Benelux, Jap, USA) in the management of the complete 360° activation system to optimize the impact generated on sales and media coverage of event communication actions.
Define the strategic vision and marketing and sales policy, implement the action plan by engaging 150 employees, manage the overall P&L (€100m) encompassing both sales and manufacturing activities, and prioritize investments. Represent the company to all stakeholders, including partners. BUILDING THE 3-YEAR STRATEGIC PLAN: I set the sales targets by country, distribution channel, and brand. I present my 3-year revenue and profitability growth projections to the Executive Committee, ensuring alignment with sales prospects, strategic partnerships, the size of the manufacturing infrastructure, and planned investments. BRAND PREMIUMIZATION: To conquer new markets (selective distribution, great exports) and protect margins, I successfully reposition the company's iconic brand, LYV. Working closely with the sales teams, I revamp the brand platform, pricing strategy, sales activations, and communication strategy. Sales growth x2.5 in 2 years. RATIONALIZATION OF THE OFFER: To optimize overall commercial and industrial performance and increase the profitability of the product portfolio, I determine minimum thresholds to maintain a reference, linked to the sales, the volume and the margin generated, by involving in the project a multidisciplinary group - production, commerce, marketing. I remove 70 references, for a margin increase of +1 point.
Develop an interactive and intuitive digital tool to improve buyers' negotiation preparation, optimize purchasing methods and processes such as implementing electronic signatures within the purchasing center, and organize the Casino supplier convention (350 people). Speaker at the Big Data Analytics Event in London to an audience of 500.
Sourcing, tasting and selecting premium wines for the Autumn Wine Fair (700 skus), managing the launch of new products from defining the need to the call for tenders, the selection of wines and the creation of packaging, negotiating the permanent assortment and promotions over a purchasing scope of €80M.
Benchmark and disseminate best operational practices within the 7 international subsidiaries, conduct monthly activity reviews with the Management of each subsidiary, define the objectives of the 3-year Strategic Plan per subsidiary, audit the purchasing management in the Brazilian subsidiary.