Laurent Boutet Email & Phone Number

Colombes, Fr

Paris, France

Technogym is known as a premium supplier in the fitness industry. This brand deserves a premium aftersales service. I set a plan to transform the aftersales department to improve the time to response as its quality with a low carbon footprint.

développement commercial d 'un logiciel de digitalisation de pièces de rechange dans le but de constituer une inventaire imprimable en 3D. Objectif : réduire les délais et améliorer l'expérience client sur les pièces de rechange

Puiseux Pontoise ( France)

Due to the softness of the New Equipment activity, Synerlink has to find another growth driver in aftermarket ( spare parts, services and upgrades). I use my previous experience to define a global strategy to develop the services on all Synerlink brands as the relative turn over and improve our customer experience.The first step of the plan is to merge Ermi services in Synerlink departements.About the spares parts, we complete the distribution network by adding the stock in Brazil and on in Russia. It is the opportunity to improve the On Time Delivery (OTD > 90 %) on all the brands in a difficult post COVID supply chain context.The FIeld Service strategy is almost the same :we develop a network of local technicians to match our customers needs and reduce the associated carbon footprint. This strategy requires to implement a cross brand training program we deploy depending on the needs or the opportunities. My results : - Synerlink China in charge of all the services for all the brands (Arcil , Ermi, Aprium , Dairy Pack Hema) - Synerlink LATAM technicians trained to support Arcil and Hema products in Brazil and Chile- a full line commissioned remotly during COVID in Japan- slight growth on the spare parts revenue in a difficult context ( COVID, war in Ukraine)

Puiseux Pontoise

Our new owner, an american group base in Saint-Louis, asked me to develop a premium service on the spare parts activity in order to balance to mix of sales and improve the EBITDA. I already had split the former ADV service in 3 clear activities the year before, so I proposed to create a full entity with one single goal : propose the best service on spare parts. This department was made of a spare parts sales team, a small autonomous and dedicated supply chain, a dedicated inventory and its warehouse team, and a shipping/invoicing team. We created all the KPI's needed to monitor well this activity : sales per week, per month and per quarrter, sotck value, on time delivery, and a monthly review for the gross margin. I proposed to start with a central stock in France at the beginning, but we quickly needed to be closer to our customer to have a better customer experience. So we are created first a remote stock in the USA in 2015 and then we opened the chinese stock in 2016. The full network was completed later on by the addition of a stock in Brazil and one in Russia. my results after 4 years:the order level increase by 60 %. This increase would not have been possible witout parts availibility and a great on time delivery. Consequences on gross margin ( +15 points) were highly appreciated by our CFO as it help a lot to maintain our EBITDA at its forecast even if our new equipement sales were struggling. Gross margin improvement by 9 points due to a pricing policy aligned with spare parts availability and a new sales incentive implementation. Average time to deliver decrease by 50 % in 15 months. We aim to delivery 70 % of the lines ordered in les

Puiseux-Pontoise

A new board team takes over ARCIL and decides to reorganize some departments included the Field Service. Due to my natural attraction to customer service and team managment I 've been asked to reorganized and reinforce the Field Service. After a quick reorganisation, where we create the supervisor status, and the implementation of a scheduling software, we focus on the team reinforcement. Our strategy is to target the best profils only which allow us to hire a dozen of technicians juniors and seniors. All these techtnicians will follow a technical development program to reach autonomy in a minimum time. I take the advantage of having more team members to increase the sales of service as our customers requested.

When I started at ARCIL (former Synerlink name) , I was given the qualification of a new concept developed on the FFS 24 cups : the conical label unit. This prototype commissionned in Germany will be qualified during 2007 and our customer will end by buying a second conical machine 2 years later.

Corbeil Essonne, France

To comply our customer new needs on performance, I take the lead on all the etch tools under contract. I build a improvement performance program based on the data analysis I made.The average performance on the etch toolset increase from 85% to 97% in 1 year (uptime).

France, Corbeil Essonne

MY FIRST MANAGEMENT EXPERIENCE : I take the lead of a team of 4 , working in shift mode to comply the performance needs on 25 machines toolset under contract.

THE FIRST EXPERIENCE ON THE FIELD : the semicondutor industry rise needs new workforce. I take the opportunity to join AMAT to install, start and qualify some new etch equipments at Altis account. I do also few loan missions for AMD in Germany and IBM in the US.

Manager Une Stratégie Climat, Décarbonation, Csrd

Diplôme D'Ingénieur, Physics