Orange, California, United States
When Falck Group was in doubt in its US operations, Falck Group gave me the chance to fix it. Two years later: profitable. Years 3 and 4: double-digit margins. Revenue growth: + 64% That is what I do. I walk into organizations that are stuck or that others have given up on, and I build the engine that makes them win. In French retail. In Latin American healthcare. In the US emergency services. The industry changes. The methodology doesn't. My approach is always the same: — Deep-dive into the business and the industry before touching anything — Map every process and build a performance cockpit that tells the truth + understanding how cash flows... — Understand how to win in that specific market, commercially and politically — Build and develop the team to execute with precision — Drive operations, digital, and commercial together, not separately The results speak for themselves: — Falck USA: loss-making to double-digit margins. $250M → $410M revenue — Grupo emi LATAM - Colombia: 1.3M subscribers · 3.5M medical attentions per year · Built virtual healthcare from scratch in 2016 · 750,000 teleconsultations per year with sub-2-minute doctor response · 3 years before COVID made it necessary for everyone else — Carrefour France: contributor to the Mercure Project · complete supply chain and store redesign supporting €450M EBIT impact (food sector). Finally, operating across the US, Colombia (Latin America), Spain, and France wasn't just geographic; it required navigating different regulatory environments, labor cultures, and commercial logics in English, French, and Spanish. That fluency isn't a soft skill; it's how I've been able to move faster and with less friction in every market I've entered.
Inherited a loss-making operation that Falck Group had considered selling, a business nobody had managed to turn around. Built the performance engine from the ground up: full operational restructuring, process mapping, performance cockpit, commercial repositioning, and government affairs strategy. — Turned profitable within 2 years — Double-digit margins by Year 3 and 4 — Revenue grew from $250M to $410M — >550,000 emergency medical services delivered per year across California and Colorado — Opening Texas in 2025
Led Falck's home healthcare business in Colombia from VP to CEO following Falck's acquisition of a stake in Grupo Emi in 2011, scaling it into Latin America's leading medical home care operation. — 1.2 million subscribers — 3.3 million medical attentions per year — Built virtual healthcare platform from scratch in 2016, chat, phone and teleconsultations with sub-2-minute doctor response time and 750,000 virtual consultations per year, 3 years before COVID made it industry-standard worldwide — Double-digit margin and hyper growth business — Named Manager of the Year 2018 across the entire Falck Group, first time the award was ever given, recognized for performance across Finance, Engagement, Growth, and Innovation
Board member at National Clinics, one of Colombia's private healthcare clinic networks, serving alongside board representatives from Goldman Sachs. Bogotá, Colombia.
Led home medical care operations across Colombia and multiple Latin American markets for Grupo Emi, a Tribeca PE-backed healthcare company covering emergency response and medical consultations - Subscription based model. — Scaled to 800,000+ clients across the region — Built the operational and commercial foundation that attracted Falck Group as a strategic investor in 2011 — Concurrently appointed to Tribeca's cross-portfolio advisory board in 2010, reviewing strategy.
Served as an advisor for Tribeca founder Luc Gerard, a Colombian Private Equity firm, across their full portfolio of companies, strategy, and performance. Portfolio covered five industries simultaneously: — Oil & Gas — Fashion & Retail — Telecommunications — Cargo Terminal, El Dorado International Airport, Bogotá — Healthcare Role included direct input into major capital transactions, including the strategic positioning that led to Falck Group's investment in Grupo Emi.
Led a Carrefour hypermarket in northern France (Auchy, Haut-de-France) with full P&L responsibility. — Secured the largest store surface extension approval in France in 2006 (CDEC + 4.000m2), after Carrefour had failed to obtain it for over 10 years, through a sustained regulatory and political engagement strategy — Key contributor to the Mercure Project, a McKinsey-supported national initiative redesigning supply chain, store layout, and shelving model for Carrefour's food division, generating €450M EBIT impact nationally
Operational and productivity role within the Mercure transformation program, redesigning supply chain, store layout, and shelving model for Carrefour's food division, generating €450M EBIT impact nationally, focused on stock optimization (−3 days in inventory) and process efficiency across the food division. France.
Early career leadership role at Carrefour Spain, managing a full sector within hypermarket operations and building foundational expertise in large-scale retail management. From loss-making to positive EBIT.