Since May 2024, Global QA and RA have joined the COO team. As from January 2025, Global Indirect procurement will also be part of the COO team.

Member of the Executive team. Globally responsible for the Surgical Division. Including Business Development; Global marketing; R&D; Manufacturing & Sourcing; Divisional HR & Finances; Medical Affairs; Local Market Sales & Marketing. Over 5,000 employees with global sales of approx 600 MEUR under 4 key brands

*Actively participate to the development and implementation/ communication of the surgical division business strategy. *Develop, implement/deploy, follow up and lead the global Surgical operations (R&D, Manufacturing (9 sites), Procurement, and Global Projects) strategy to ensure that the Surgical division reaches its goals.*Safeguard high focus on financial performance within the Surgical operations in order to secure that financial -and other efficiency- targets are achieved both short and long terms*Ensure that budgeted/forecasted margins and EBITDA are reached and corrective actions continuously initiated whenever there are negative deviations. *Be the "bridge" function between the two worlds within surgical division (Sales & Marketing and Supply Operations) to secure alignment and mutual business understanding.

Similar responsibilities as below. Taking over a larger Business Unit due to the merge of two former ones. This Business Unit represents 38% of the company turnover.

General management of the Business unit with activities in Europe, Asia and US. The business unit consists of Marketing, R&D, Manufacturing, Procurement, Finances and HR. Sales group is managed at corporate level. The purpose of this position is: - To drive the development and implementation / communication of the global/regional business strategy - To optimize portfolio development in order to support the delivery of the strategic objectives of the company as they relate to product line profitability and the marketing strategy. - To safeguard high focus on financial performance within the business unit in order to secure that financial -and other efficiency- targets are achieved both short and long term. To ensure that budgeted/forecasted margins and EBITA are reached and corrective actions continuously initiated whenever there are negative deviations. Manage the P&L of the business unit.

The purpose of this position was:- To develop, implement/deploy strategic direction for supply, manufacturing, and procurement in order to secure competitive order completeness, product quality, cost efficient manufacturing and world-class procurement of raw material.- To safeguard high focus on financial performances within supply, manufacturing and, procurement in order to secure that financial – and other efficiency targets – are achieved both short and long term.- To direct, support and coach key managers in order to secure continuous development of the right competencies, efficient working methods, optimal resource planning and, stimulating work environment throughout the organisation.Manufacturing locations in Thailand (2), Czech republic and Belgium + contract manufacturing locations (another 2,000 people) in China, Poland, Japan, France, etc.

Cross-functional site: Manufacturing plant, European customer service centre and European distribution centre. Implemented a new strategic and industrial program with the launch of the Team Based Work System concept leading to productivity increase (+35%) and production waste decrease (-30%) over the last 30 months. Implemented tools for continuous improvement such as Lean Manufacturing, TPM, Kaizen, KANBAN, and SMED to support the improvement program. Side effects of this project are: significant decrease of customer complaints (-50%), decrease of raw material stock (-30%) and increase of delivery performance (+25%).Developed a site global HR strategy and organisation.ISO 9001 – ISO 14001 certification

Organic annual growth: 8-10%. Improvement of the operating profit by 10 %points thanks to the following actions: re-organisation of the different departments, revision of the purchasing strategy, development of “niche” products and “B brand”. All these actions were part of the new strategic plan that was non-existing before. Integration of Furon company within Saint-Gobain group.2 sites to manage: Corby (UK) and Gembloux (Bel) with European market coverage.

Discovered the management of a SME. Moved the inventory accuracy from 68% to 95%. Renewed 25 years old machinery park. Developed World Class Performance metrics (Business Score Card) to get a comprehensive benchmarking with any other manufacturing plants in the group. Participation to the acquisition of a company in UK (Corby). Reducing by 20% customer complaints thanks to the implementation of cross-functional team work (R&D, Procurement, Manufacturing, Quality,…)

Managed a team of 40 engineers and designers. Developed and implemented new B series Hydraulic excavators with frequent foreign contacts and travel abroad (US, Japan: Joint Venture) and, fulfilment of the financial and technical requirement (planning, cost). Sensitising engineers to the industrialisation phase that come right after the conception (regular contact with internal et external customers). Implemented the CPPD (Concurrent Product and Process Development) concept in order to reduce manufacturing costs (-10%) and the product cycle time (from 7 to 3.5 years).