Jean-Philippe Roy Email & Phone Number

Newcastle Upon Tyne, Gb

• Lead a team of ~45 Proposal Leads and Product Costing Specialists across the UK, Brazil, India, Singapore, Malaysia, France and the US. • Responsible for all commercial proposals for Subsea Products manufactured internally (Subsea Production Systems, Umbilicals and Flexible pipes), from Invitation-To-Tender (ITT) to Contract Award and handover to the project execution teams

Newcastle Upon Tyne, Gb

• Led a team of 20 Tender Leads and Costing Specialists across the UK, Brazil, India, Singapore and the US. • Responsible for all commercial proposals for Subsea Well & Flow Control equipment manufactured internally, from Invitation-To-Tender (ITT) to Contract Award and handover to the project execution teams (~ 60 proposals worldwide, USD 800M+ combined value)• Oversaw the continuous improvement of tendering processes and tools to increase costing accuracy and efficiency, through Automation and Artificial Intelligence

Newcastle Upon Tyne, Gb

● Set up a global PMO to strengthen the execution of a multibillion dollar portfolio of projects delivering highly Engineered-To-Order and Configure-To-Order equipment: Subsea Production Systems (SPS) and Subsea Umbilicals, Risers and Flowlines (SURF)● Led a global network of ~150 Project Managers, Project Schedulers and Project Management SMEs across 12 manufacturing plants in the USA, Brazil, the UK, Norway, France, Angola, India, Malaysia and Singapore ● Developed and owned projects review cycles with Senior Leaders within the organization● In charge of the governance and continuous improvement of all Project Management processes and supporting systems and tools● Defined and executed strategies to increase Project Managers skills and ability to deliver projects on time and on budget, including digitalization initiatives● Reinforced the collaboration between all key disciplines involved in projects execution: Commercial, Engineering, Manufacturing, Supply Chain, Finance, QHSE…

Newcastle Upon Tyne, Gb

In charge of all planning processes within the global Engineering, Manufacturing and Supply Chain (EMS) organization, from long term Sales & Operations Planning to day-to-day materials and production planning: ● Led a team of 30 engineering planners, project schedulers and manufacturing planning experts across 8 countries (USA, Brazil, Norway, UK, Poland, India, Malaysia, Singapore)● Defined and executed planning systems strategies for the global EMS organization ● Owned SAP planning processes & governance across all 7 Subsea manufacturing plants, and facilitate the global manufacturing planning community ● Managed the implementation of 2 SAP modules (Project Systems (PS) and Sales & Distributions (SD)) within the manufacturing plants, with a global cross-functional team (Manufacturing Planning, Project Management, Finance and IT)● Owned engineering planning processes & governance, and day-to-day engineering planning management in support of 1,000+ engineers globally

Newcastle Upon Tyne, Gb

Reporting to the Vice President of QHSE for NAM, in charge of implementing our new global Cultural and Leadership programs for Quality, Health, Safety, Environment and Security (QHSES), across all BUs and support functions:● Delivered strategic improvement projects: regional and global impact ~ $12M+ in 2018 ● Managed a team of 7 Continuous Improvement engineers and Leadership development experts ● Developed a network of SMEs across the region to roll out and sustain the programs ● Worked closely with the Senior Management Team of 5 BUs to define strategy, objectives and implementation plan ● Coached Managers (all levels) to create a culture of prevention, accountability and continuous improvement

Newcastle Upon Tyne, Gb

Key Leader within the regional integration task force following the merger of Technip and FMC Technologies● Worked with the newly appointed Senior Leaders to define the regional integration plan and governance● Led the implementation of the new shared support functions model in the region and developed the methodology to identify and track cost synergies

New York, Us

International French network for entrepreneurs and business leaders

In addition to my role within the North America Region, led Technip’s Business Excellence / Lean Six Sigma program across the Group, reporting to the Vice President Group Quality & Methods.2016 results: $50M of savings delivered across the Group (+56% vs. 2015):● Coordinated the 20 regional & assets Business Excellence Managers to align deployment strategies in order to increase the impact of the program on the business and promote its successes● Identified and implemented improvement projects which, when looked at collectively across the Group, would deliver bigger and faster results● Accelerated the duplication of local improvements across the Group and the sharing of good practices● Harmonized existing Lean Six Sigma training and certification processes (Global LSS Yellow Belt training implemented)● Improved the effectiveness of the governance system to provide Senior Management with timely reporting

In charge of developing Business Excellence across the North America region (~2,000 people; 3 main locations), reporting to the Regional Vice President of QHSESDelivered $37M of savings in 2015/16, mainly in Subsea Operations, Onshore Engineering, HR and ProcurementEngaged ~850 regional employees (60% of Houston employees) in BE initiatives and/or training in 2016● Assessed organizations’ structure and performances to create improvement roadmaps with leadership teams● Identified, led or coached cross-functional projects to improve customer satisfaction and business performances, while fostering a culture of continuous improvement● Trained and managed resources required to successfully execute improvement projects● Promoted Business Excellence across the region through internal publications, events and recognition programs● Implemented a training program for all employees to sharpen problem solving and continuous improvement skills

Facilitated the roll-out of a new organization within the Subsea Business Unit (definition of teams, roles and responsibilities, alignment of processes with key interfaces, definition of KPIs...)

Created Evexus when I moved to Houston to leverage my consulting expertise and develop my networkEvexus is dedicated to helping organizations enhance their value through people: delivering exceptional business performances while simultaneously developing deep problem solving and continuous improvement capabilities at all levels of the organization, in order for clients to become self-sufficient as quickly as possible.Main assignment with VAM USA (Vallourec group):Facilitated the planning and execution of the successful startup of a new premium threading facility (~100 people). Led project contributors to define Best-In-Class practices in all future operational processes (production, QHSE, maintenance, engineering, logistics and HR) and to design an organization that will start with a culture of Operational Excellence from day 1.

● Provided guidance and leadership to a wide variety of organizations, from SMEs to multi-billion dollar companies, in order to plan and implement Operational Excellence programs● Coached managers and their teams at all levels of the organization (white & blue collars) to improve their performance● Led and developed the teams of consultants working on my projects● Designed and won new business proposals to develop my customers’ accounts ($450k+ in 2011)● Collected and diffused knowledge about new product development to create new deal proposals● Explored the services market, drew up marketing and sales actions to expand business in this sectorExamples of achievements (among 25+ customers’ assignments):● Insurance (France): Coached 20 managers and their team to deploy a strategic company-wide transformation program based on empowerment, cooperation, competencies development and operational performances. This resulted in significant improvement of service quality and efficiency ● Ophthalmic industry (Thailand): Transferred technological know-how from Europe to Asia and built an efficient Asian team (50 people, 6 nationalities) in order to strongly improve service to world-wide lens factories and to save costs (several million euros) ● Paper mill (UK): Part of the European Lean deployment program, led shop floor improvement initiatives ($150k savings in 3 months): equipment start-up optimization (-10%), color grade-change time reduction (-15%)● Defense industry (France): Implemented Lean Management in product development and project management in order to accelerate time-to-market and reduce costs: trained 100+ change leaders and led several process improvement projects ($500k saving)● Pharmaceutical (France): Improved Overall Equipment Efficiency (+22% in 3 months) of a packaging line to draw production closer to customer demand and developed a culture of continuous improvement among department staff

Göteborg, Se

Master’s Thesis: “Implementing Harmonized Working Procedures in a Multi-Brand Company”.Conducted within a collaborative platform development project between Volvo, Ford of Europe and Land Rover, I was responsible for drawing up the implementation plan for a new working method to be introduced at Volvo Manufacturing Engineering in March 2004.

Master, Management Of Production

Engineer, Management Of Production