Leading the HR People eXperience & Technology teams for Operations in the West of the United States, for robotics Customer Fulfillment sites

Leading the HR People eXperience & Technology teams for Operations in France and Belgium, covering the business lines of AMZL (Logistics, last mile), ATS (Transportation/Sortation, middle mile), and Customer Fulfillment (storage & fulfillment)2 countries, 38 sites, serving a base of 22.000+ permanent employees

Leading the People eXperience & Technology teams for Customer Fulfillment in FranceDRH France- Amazon France Logistique1 country, 9 sites, 140 team members serving a base of 16.000+ permanent employees

Managing ORY1 fulfillment center in Saran, FranceA logistics center of 2.000+ permanent employees

Managing ORY1 fulfillment center in Saran, FranceA logistics center of 2.000+ permanent employees

Managing BVA1 Fulfillment Center in Boves, FranceA logistics site of 800+ permanent employees

Head of the Inbound flows for the Lauwin-Planque fulfillment centerDepartment of 400+ permanent employees

Responsible for continuous improvement and investments in the Lauwin-Planque Fullfillment CenterDriving major change initiatives with the leadership team and within France.

Directeur Général Heinz France SAS at La Défense, Paris- Logistics, demand and distribution- Sales, Marketing- HR, Finance, EHS, Quality- Manufacturing President of the Central Works Council, negotiating agreements with France union representationsSite Manager for Seclin factory FMCGSuccessful site improvement plan: - site management team renewed, including putting own successor in place- site ranking improved from 9th (last) to 3rd in Europe - site ranking improved from 48th to 16th worldwide- Accident rate reduced by more than 60%- Absenteism réduction of 40% through employee recognition- Operational cost improvement of 17%

Coordinate the offshore Technology Transfers for the manufacturing of all train subsystems in South-Africa, on the largest project ever for Alstom Transport. Managing the team of Technology Transfer Managers of the sites involved, covering the scope of Engineering, Industrialisation, Sourcing, Supply-Chain, Quality and Manufacturing for :- Charleroi, Belgium, for the auxiliary and low voltage cubicles- Villeurbanne, France for the electronics- Sesto, Italy, for the Traction electrical assemblies- Ornans, France, for the Motors- Le Creusot, France, for the Bogies- Tarbes, France, for the circuit breakersSet up of the local Components industrial organisation and the acquisition/integration of the TCLE factory by Alstom South Africa, setting up the local organisationHead of Industrial for the TSSSA PRASA contractDefine the industrial strategy for all maintenance activity covering 19 years and a fleet of 600 trains in Johannesburg, Cape Town and Durban.Define and develop the local industrial organisation for maintenance and warranty, in line with local development constraints, from greenfield up to the deployment of 5 depots and 3 regional service centersSet-up the local industrial maintenance capability, covering the full scope of train and subsystems, bogies, motors, brakes, HVAC, electronics, doors, traction cases, pantographs, couplers, dampers, suspension.

Manage a team of 75 staff & managersCovering scope of Continuous Improvement, Technology Transfer activities, off site Production (retrofit) activity, Industrialisation teams, and MRP Industrialisation Manage transversally the site management committee for continuous improvement initiativesPut in place a continuous improvement culture on the site, for Industrial, Engineering, Projects and Quality domains, covering the 700+ employeesManage the site 3 year plan, and ensure full alignment of cascading and realization of local and central initiativesManage Lean deployment on the siteCoordinate Cash Focus initiatives for the sitePerformance Team Leader, manage small teams of high potentials on the site and coordinate initiatives with central team.

Manage transversally the site management committee for continuous improvement initiativesPut in place a continuous improvement culture on the site, for Industrial, Engineering, Projects and Quality domains, covering the 700+ employeesManage the site 3 year plan, and ensure full alignment of cascading and realization of local and central initiativesManage Lean deployment on the siteIntroduction of Lean Engineering (scrum put in place for software development)Performance Team Leader, manage small teams of high potentials on the site and coordinate initiatives with central team

Management of a team of 20 procurement and supplier Development staffReduction of stock levels by 30%Improvement of supplier performance by more than 30%Negotiate and contractualise logistic specificationsPerform supplier performance reviews for Alstom Components sectorPropose and put in place best practices in Procurement that were transversalised to Rolling Stock & Components division

Operational management of a team of 18 procurement staffReduction of Missing parts by half every yearReduction of stock levels by 20% (budget of 15m€)Improvement of supplier delivery performance

Ensure QCD targets of the project are reached for all procurement and supply issues. Worked on Locomotives, High Speed and Regional traction cases & power modules projectsGlobal budget of more than 100M€ annual purchases

Ensure correct flow of parts to shopfloorPut in place and manage external logistics partner (Geodis) for high profile locomotive projectCoordinate logistics with Project team for export platform to China

Manage parts and machine warehouse for Northern Ireland, ensuring correct stock replenishment for after sales activity and consumables deliveries.

Manage a team of 14 volunteers to coordinate all youth activities for the organisation.Develop outreach programs for youth in difficult situations in Paris suburbs, and partnerships with international settings.