Scope: Eastern Europe & Central Asia (13 countries) - 50 Mio€Management: - 8 direct reports- 13 Distributor Team indirect managementLong term strategy Definition: - Audit and deep-dive into current zone situation (13 countries) on business performance, team leadership, partnership, compliance.- Build up Zone and multi-categories 5 years strategy and competitive landscape to guarantee sustainable, profitable growth and long-term partnership business.- Conduct the new RGM and OBPPC vision for the zone.Operational Development:- Oversee zone operations to maximize sales and profitability. Create & execute zone business plans. - Re-start of the business in the different countries (legal, commercial and operational actions).- Ensure top line & bottom line plan fulfillment by categories, Top 5 countries and CIS in total.- Build winning partnerships with the right Distributors to allow accurate planning and target delivery.- Design control, monitoring and compliance procedures & tools.Achievements: - Turnover CAGR +33% since 2019- Profitability increase by 900bp on Biscuits and Cereals categories- Relaunch Business with new partners in 5 of the CIS countries- Direct Operations contract signed with Top KA such as Evrotorg (Belarus), Small (Kazakhstan)- Develop 6 specific sku’s and formats- Revenue Growth Management strategy and OBPPC architecture for the Zone.- Develop ad hoc Commercial & marketing Strategy and Digital tools.- Agreed first ever TV Campaign.

Scope: Russia + CIS - 40 Mio€Management: - 8 direct reports- 20 functional reports- Distributor Team indirect managementMissions:- Reframe and rebuild a compelling mid & long-term premium strategy for the Zone, defining targets, priorities and development opportunities. - Define Brand positioning (EVIAN – VOLVIC – BADOIT), reinforce equity and draw portfolio long-term vision (including innovations)- Guide & support the local Distributors: evaluation, training, Marketing and Sales support, solution for alternative specific channels.- Rebalance channel split (HORECA-Retail-Ecommerce), design ad hoc efficient Road-To-Market model- Zone and Partner full P&L management and accountability- Team & Organization Development: rethink/optimize the overall organization, assess potential, foster individual development, build a high performing multinational team Achievements: - Manage the existing crisis situation, turn around Russian part of the business and accelerate CIS growth: Zone results are positive for the first time since 2014- Increase Market Share by 300bp (46% to 49%) and drive the Premium water category - Strengthen relation and trust with our main Retailers (Metro, Azbuka, X5,…)- Signature of Long term partnerships with strategic image partners: NOVIKOV, White Rabbit Group, Dellos, Sagrado, Marriott, Radisson, Formula kino…- Accelerate Travel Retail expansion, signature with 3 Moscow Airports, Aeroflot, Vending Machines...- Improve overall value chain & RTM by channel for Russia, increasing Evian & Distributor profitability- Challenge and develop the local team, enhance collaboration with Central Functions in Paris, build up a more efficient team organization.

Having validated most of the required skills during my 8 years of commercial experiences, Operation/Project management with the Road to Market implementation, People management as Regional Sales Manager and Channel KA Director, Negotiation and Customer development as Key Account Manager, I decided to finalize my journey with probably the most challenging position: Sales Director Russia in charge of all Indirect Sales.Scope: National Indirect - 550 Mio€Management: - 7 direct reports- 200 functional reportsMissions:- Full P&L responsibility of the Distributor/Wholesaler Channel and HORECA- Define Long term channel new strategy, scope and organization.- Lead cross-functional teams to pilot a 3 years road map for the channel full turn around, focusing on sustainable sales growth, discount target and profit objectives.Achievements: - Return growth for the Top Distributors- Numerical Distribution of our key sku’s doubled- Stabilization of Market Share (15%) despite increasing pressure from local producers- Significant improvement of the channel profitability.- Integration of 100% Distributor operations within Danone processes, and merger of Danone & Unimilk portfolio.- Definition of the new channel Commercial Policy- Harmonization of the Trade Terms across Russia (200 distributors, 7 regions, 30 legal entities)Key Competencies:Embrace and lead the change | Indirect management | Transversal team | Training | Coaching | Breakthrough ideas | out of the box thinking | Crisis management | Strategic thinking | Logistic provider | Distribution network | Distribution center | Distributor Channel | Wholesales | Innovation launch | Brand creation | Product Development | Business to Business | HORECA | Catering |

Almost 2 years, dealing daily with KA stores on the field and with our KA department, gave me a pretty clear view and the way we should attack and deal with those national and regional clients.This is quite naturally that I moved to the KA department, first as Key Account Manager in charge of Hypermarkets and later as KA Channel Director managing with my team the Hypermarkets, Supermarkets and the Number 1 client in Russia: X5 Retail GroupScope:National - 330 Mio€Management:- 4 Senior Key Account Mamangers - 9 KAM- 4 Cross functional teams (CATMAN, Trade marekting, Supply chain,...)Missions:- Full P&L responsibility for 9 of the key market players (X5 Group + Hyper/Supermarkets)- Revise Strategy and implement dedicated Business Plan with every client.- Merge the Danone and Unimilk KA Teams.- Structure and lead business acceleration units (Trade Mkg, Catman, KA, Supply chain)Achievements: - Continuous and sustainable turnover growth: average +23% Year on Year from 2009-2012- Reinforcement of Danone Market Share in key categories: from 25% up to 29% Market Share- Successful implementation of the Danone and Unimilk merger internally and at Retailer level.- Move from a basic cooperation to an integrated and synergetic relation with clients.Danone became the preferred supplier.- Category Management Captaincy: more than 150 stores redesigned (METRO, REAL, Lenta….)- Negotiation and implementation of common contract conditions Danone-UnimilkKey Competencies:Marketing activities | Category Management | Supply chain | Merger | Team Building | Empower Team | Customer Management | Customer development | Channel Strategy | Budget Definition | Growth management | Market Share | Talent Development | Coaching | People development | Company ethics | Corporate values |

Once the Road to Market project completed, and all tools available for each city to be able to roll-out and reorganize its own distribution network, I was promoted to the position of Regional Sales Force Manager, responsible for the creation and the management of an unique and dedicated Sales Force Team to grow the Moscow TOP 250 stores turnover.Scope: Moscow - 80 M€Missions: - Create and manage a new dedicated sales force to cover key stores (250 stores).- Ensure enforcement of KA national agreements.- Reduce Out-of-Stock and expired products by developing a new ordering system.Achievements: - Increase Sell-out in those key stores by 10-15% on top of organic growth.- Reinforcement of our position in those strategic stores and elaborate specific Promo Plans.- Improvement of Danone visibility in 90% of the stores (Share of Shelf, Second Placement,….)- Roll-out KA Sales Force in 10 new cities on Top of Moscow.

After 3 years in various financial positions I was given the opportunity to develop and test myself in the commercial department, in charge of the full reorganization of the sales and logistic distribution network.Missions: - Lead sales & cross-functional teams to develop new distribution system.- Increase operational efficiency to boost Business Unit sales growth target.- Control in store execution to ensure Danone domination & improve service client.Achievements: - Roll out new distribution system in 16 cities (incl. Moscow & Petersburg).=> 100% of direct operation has been covered by the new model.- Increase operational efficiency by 30% & sell-out by 15% on top of organic growth.- Manage a 6 person team and support directly the Sales & Logistic teams in 8 cities (around 150 people).Key Competencies:Project Management | Time management | Resource allocation | Supply Chain | Sales Force | Field knowledge | Back to basic | Cost optimization | Compromise | Drive the change | Determination | Influence | Pragmatism |

Missions: - Create & animate the position of “Sales & Marketing controller” for Danone Russia.- Reinforce networking with Commercial and Marketing team.- Support Sales/Marketing Teams on all financial aspects.- Optimize performance on Working Capital (WC) & Operating Free Cash Flow (OFCF)Achievements: - Management of a 3-4 people team.- Design of specific tools (discounts, CAN variance, promotion efficiency, Media efficiency) to monitor and advise S&M team to boost performance.- Drawing up the “OFCF forecasting” Danone Best Practice.- Creation & management of 7 working teams to control all the WC/OFCF components Key Competencies:Top Line Management | Bottom Line Management | Balance sheet | Profit and Loss | Discipline | Forecast | analytical skills | Reporting | Forecasting | Planning | Inventory | taxes | Account payable | Account receivable | Stock management |

Missions: - Develop Pringles and Sunny Delight in Away From Home channel.- Implement the European “Do It Yourself” project into DIY stores (as King Fisher).=> Introduction of the company’s brands, mainly Swiffer, Antikal, Ariel, Mr.Proper.Achievements: - Increase Pringles and SD visibility and market shares in these new distribution channels, +18% in 2002, and management of a 6 salesmen team.- Carrying out “Snacking Project” together with Sara Lee, Master foods, Danone.- Get strategies approved within the key players: “Relay H”, “BP”, and “Compass”- DIY project: Get proper line-up listed in King Fisher, Bricorama, and Leroy Merlin.