Benoit Guillemin Email & Phone Number

Marseille, Fr

Région De Marseille, France

Manage a team of 25 (France & Germany):► Profit & loss accountability for supporting the fleet operated by the French Army, EMS and Police.(250m€ revenue per year, 300 Aircrafts across 10 platforms)► Develop Business opportunities (from initial deal shaping through to full offer management and contract execution) to expand current revenues through Verticalisation concept (end to end responsibility for support activities enabling fleet availability commitment): Deal size reaching up to 2.5 billion euros.► Managing contracts coordinating all after sales departments, and Engineering lead functions, ensuring OTD/OTC/OTQ performance while achieving financial results in line with OP targets► Managing Customer relationship at operational (end user) and Executive level

Managed a network of 180 Customer Support Managers spread across 25 countries► Defined and deployed a methodology to assess unavailability root causes (70 customers worldwide) ► Developed and implemented roles & responsibilities for a customer interface for support across the world

Managed a team of 30 (France, Germany, Singapore and in the US):► Process reengineering: conducted lean initiatives reducing end to end TAT by 40%► Developed Airbus after sales activities globally (Airbus entities & business partners):- Board member, representing Support & Services for AH India, AH Russia and AH Japan.- Defined a 5-year Industrial plan (deployment of additional capabilities outside the mother company) in coordination with Offset, Finance, Commercial policy, and operational departments ► Implementation of actions aimed at reinforcing competitiveness & business growth:- Identification of M&A targets & active involvement (negotiations) for Vector Aerospace acquisition in Canada- Defined and led an integration plan following acquisitions in Japan► Conducted a diagnostic (SWOT) of the maintenance & repair department (500 people – 750m€ TO), together with identification of potential improvement initiatives.

France

Led a Vendor Management initiative for the NH90 programme, aiming at increasing efficiency of Programme / Procurement interface: better leverage of contractual clauses; roll out of a risk management initiative; improved cross functional collaboration (Engineering / Production / Procurement / Service) ► Conducted an organisational audit of the Salesforce organisation (aircrafts & service salesmen) 2 years after the unification of these 2 entities. Issued a root cause analysis, together with recommendations.► Designed & implemented a project management methodology for improvement type of projects across Airbus Helicopters (Quality Gates; Business Cases; Monthly reporting; Project Charters), ► Defined & implemented an annual prioritisation process in order to increase transparency and optimise allocation of budget dedicated to improvement projects within Eurocopter Group (France, Germany, Spain)

Aix-En-Provence, Provence-Alpes-Côte D’Azur, France

Operational management of a consulting team ► Design of a transformation and cost reduction programme (outsourcing & Offshore) – Michelin IT► Supported the preparation of the IT merger of Axalto and GemPlus (Gemalto – Chip manufacturer): overall planning & organisation; specific governance definition and set-up; Key indicators to be tracked at the Executive Committee level…

Londres, Angleterre, Royaume-Uni

Position: Senior Manager in the “Operations’’, then ‘’Strategy’’division► Set-up & led a team in charge of ‘’demand management’’ to better control (filter / set clear conditions & expectations) client requests and attain an adequate match/balance of supply (resources) and demand – Shell► Participated in the RFI/RFQ phase and Contract managed an outsourcing deal (including going through a software selection process), involving 130 FTEs and spanning over a 10-year period (contractual obligations, penalties to be applied, incentives/stretch targets…) – NHS IT Program► Defined and managed the change workstream (team of 9 FTEs) of an enterprise wide transformation programme. This involved designing and implementing a new operating model (governance, reporting) and launching initiatives aimed at sustaining the change effort (communication, training, organisation, together with continuous improvement processes) - Allied Domecq Europe.► Conducted an organisational audit of a Customer Service organisation.As a second step, set up (conduct of benchmarks, definition of roles, responsibilities and processes) and managed (temporary function) a restructured function within this organisation (team of 14 FTEs) – Orange. ► Implemented and ran a knowledge Mgt practice across countries (Europe, Asia and US - 7 FTEs), including the design of the organisation and processes required to implement and support the initiative - BP► Defined and implemented a balanced scorecard, together with supporting tools and processes to track realisation of programme commitments (on time delivery/quality/budget) within a manufacturing division - Unilever.► Defined Service Level Agreements (SLAs) for back office functions outsourced to a third party - ING.

London, Royaume-Uni

► Management of a portfolio of British customers willing to export to France► Services to market products & services in France (through subsidiary set-up, distributors, agents…)