in charge of organizing and managing transformation and growth in Energy Saving Certificates inspection

Support SME’ directors to help them grow and work, not only IN their business, but ON their business and ON themselves.- Support for several SMEs in a wide variety of sectors with various issues to improve their profitability and performance, develop their business and increase their serenity in their leadership roles- Organizational coaching for CARSAT Normandie

Different missions :- Conseils & Stratégie (2021- today)- Clear Channel : operations management (2020)- L'Art et le Bois : general management (2018 - 2019)- Infopro Digital: general management of Territorial (2017- 2018)- Welcome Track : Finance (2017)- Vorwerk France: general support management (2015- 2016)- Kwaga Evercontact: general & sales management (2014-2015)- Geopost / DPD : European sales management (2013)- ISS: general management (2012) - Ricoh: financial management (2009-2012)

Ensure a relay management mission on several projects of several strategic projects on stocks and purchases, on a specific offer (CP) and on the management of a production site

Turn around a family SME that has been on sale for 4 years, take it out of its dependence on AP-HP and finally succeed in selling it- Redesign of the organization, place under control the joinery installation and the billing, preparation of succession plans- Overhaul of the sales portfolios and the public procurement response process and establishment of a partnership as growth relay- Establishment of a culture integrating also profitability, IT migration of the billing system, implementation of a monthly forecast

Infopro Digital - 440 M€ - 3200 people – multi media solutions (press, publishing, tradeshows, training, job offers)Revitalize the subsidiary specialized in public sector and inspire a team spirit despite an intense emotional context.➢ Reduction of silos through a new matrix organization and project management with a fast time to market➢ Strengthening the core business through digitization, content enrichment and a better view of marketing costs➢ Reinforcement of the advertising turnover through ta external advertising agency and advertorials with dedicated editorial content.

Vorwerk France - France 315 M€ - 1500 people – 9500 advisors - B2C Direct Sales of Thermomix & Kobold Directed all business management functions (Finance, HR, IT, Customer Relationships, Operations)- Interim Executive ManagerHelped a company grow to a new level to face upcoming challenges including international standardization, new ERP, and diversifying channels➢ Implemented new governance to break down silos and free initiatives to face the size and sales changes➢ Implemented new governance to cut through roadblocks and successfully manage dramatic double digit increase in size and revenues➢ Consolidated organization, management and processes to support the growth of two direct sales networks➢ Managed and implemented multiple local and international projects in Prince2 with increased flexibility

Start-up. Editor of EverContact, the service that keeps your CRM and address book up-to-date – Revenue: 60% USA, 20% France, 20% ROW• Returned in 2014 to contribute to a new fundraising and revitalize positioning and business development.➢ Sales focus within a geek universe. – Web site redesign – key accounts closings and partnerships implementation. – Turn-over multiplied by 3 versus 2013 – Sale to OMC Inc in 2016 for 2 million US$ and 10% of the capital of the buyer

Geopost – – 4 026 M€, 20 000 people – Transportation Business Consultant –– Consulting via EffigyRedesigned central sale structure within a very decentralized group in order to enable GeoPost to expand its Pan-European capabilities meeting international customer needs ➢ Validation of the action plan by all the Countries Sales Managers and the Geopost top Executive

Charlestown – ISS group– 24 M€, 900 people in France – Corporate reception outsourcing General Management –– Interim Executive Management via Valtus TransitionTurned around activity after a huge turnover decrease in the case of not succeeding in selling the subsidiary.. Designed business plans and action plans to improve level of service, customer retention and new business acquisition➢ Subsidiary sold to the main competitor

RICOH France – RICOH group– 700 M€, 2 300 people in France – Printing solutions Administrative Director – Member of Senior Operational Management Team and Financial Committee 210 people. – 66 000 active customers - 360 000 machines – 1,5 millions invoices per year Restructured Financial support functions to substantially improve performance and made middle management change to a management culture within a context of recent merge, social plan and business model evolution to services & solutions.➢ Implementation of reorganisation and its rules. Selection and implementation of new customer dispute and collection software. Outsourcing of a part of the activity. Operational effectiveness improvement.➢ Customer satisfaction recovery by + 4.6% points (vs recurrent degradation during previous years)➢ Operational results: Improvement by 51% of the overdue > 90 days in first 8 months, reduction by 65% of customer disputes (+144% vs target, 68 M€ cleaned) and root causes cleaning through monitoring system and KPI to develop operational excellence.

KWAGA / Evercontact (internet start up) See our services at www.evercontact.com Co Founder`Kwaga is the editor of Evercontact, the service that keeps your CRM (Salesforce...) and address book up-to-date. Based on Semantic.Founded in December 2008 with prestigious shareholders – Contribution to business model and first runs of funding: winner Creation Examination of the French Government Research Ministry + Scientipôle + Seedcamp➢ 0.8 M€ of funding – Selected by Google for its Google.app among 100 worldwide companies – On going OEM deal➢ New shareholder for 1.4 M€ with valuation at 3.5 M€ pre money in 2012

ARVATO SERVICES France – BERTELSMANN group - 280 M€, 6 500 people – Outsourced customer relationship General Manager BU Logistics – Member of Strategic Committee 41 M€ - 320 à 450 people according to seasonality – 3 warehouses - Among the 1st in revenue per m2Turned around activity in order to have a positive sustainable operational profitability and transformed a cost-centered culture based on a closed captive market to a service culture ➢ 2007 Operating Ebit: +183% vs budget with a return to a positive profitability from -0.9 M€ to +1.6 M€ - 2008 Profit: +18% vs budget (4.6 M€ vs 3.9 M€)➢ Retention: 3 main customers recommitted. Successful strategic launch of game console PS3 ➢ Sales increase: + 15% in organic revenue. Industry sector diversification achieved with E-commerce business. Boom of 7 places among French logisticians (from 25th to 18th rank)Newspapers articles:- Supply Chain Magazine :www.supplychainmagazine.fr/TOUTE-INFO/Archives/SCM016/Experience- Sony.pdf- Stratégie Logistique: www.strategielogistique.com/article/page_article.cfm?idoc=102393&navartrech=1042&id_site_rech=57&maxrow=2145

SELECTA - COMPASS group - 240 M€, 2 000 people in France – Vending BU Private Vending Director – Member of the Executive Committee T/O on existing customers: 111 M€ - 1 050 people - 6 000 customers – 22 500 machinesTurned around the customer loss within the context of a mature and more competitive market and developed a real performance for sustainable profitability improvement➢ Operating profit: + 4 % vs last year and + 3% vs budget.➢ Customer retention rate: 96.5% vs 92.8% last year➢ Level of services: +14% in 2005, European audit over 2004. Machine usage rates: -27% on time for repair, -30% on recurring breakdowns

1992 - 2004 DHL Group (DHL International, then DHL Express) - 1 100 M€, 7 300 people– Express transportation2002 - 2004 Operation Performance Director 30 people – Organisation and productivity, information systems ‘evolution, service In cooperation with the European Corporate, increase productivity of operational structures while preserving level of service. Prepared and facilitated the merger of the 3 companies and 3 cultures ➢ Gained productivity for all “Express” agencies between 12 & 22% depending on processes. ➢ Decreased cost per unit by more than 2% with gain of 5 points compared to forecast➢ For the express line of business, brought down process compliance to 102% relative to target -Reduced inbound & outbound non quality attributed to France by 40% at no additional cost

Ground Operation Director (Province) Budget 47 M€ (63 %of French distribution costs) - 700 people on 30 locationsImproved operational profitability to face the cost per unit deterioration and the sales price decrease and implemented new organisation➢ Reversed cost per unit rise to decrease cost per unit by 3.4% vs 1% for France➢ Exceeded targets of decrease by 2 points while maintaining key performance indicators of service

North West area Director 38 M€ - Operation budget 9.7 M€. - 175 people (with 18 sales) - 7 locationsProfessionalised and specialised the functions within a more mature environment and implemented new organization ➢ Increased area profitability by + 25 % vs +17 % for France ➢ Retention improvement by creation of a new job: customer service officer with then extension to France. Pilot on a new service Time definite

Lille agency Manager 13 M€ - 73 people (with 5 sales) - 3 locationsTurned around the decline of the fourth largest French Agency for operation and sales➢ Turn over: + 61 % vs +53 % for France within 3 years. Profitability: + 65 %.

Customer Accounting Manager 55 people on 4 locations - 360 000 invoices per year – Invoicing of 225 M€ - 55 000 customers accountsReorganised invoicing & verification, customer claims, phone and dunning collection and litigation for export, import and duties➢ DSO reduced from 71 to 51 days and improved French profit by reducing bad debt provisions and losses.

1989 - 1992 COOPERS & LYBRAND merged into PRICEWATERHOUSECOOPERS External financial auditor mainly for industrial companies