Responsible for all subsidiaries in the region: Mexico (as General Manager, transition management), Guatemala, Brazil, Argentina and Chile.

Consultancy for Business Development, France and International

After 10 months leading changes in this subsidiary of the bioestimulates world leader, the company is now profitable (after years of loss). I focussed:- communicating on Valagro's strong values and identity: environmental and social care applied to high yield and modern agriculture.- marketing positionning: aiming premium segmentation and struggling for high value added products recognition. + 11% Gross Margin, EBITDA went from -6% in 2010 up to +6% in 2011.- building a true commercial network: creating new and smaller sales areas, hiring 4 Sales Areas Managers, increasing 30% Sales Representatives=> new team spirit building phase.- defining new and clear roles inside the company: Technical and Marketing Support, Technical and Commercial teams- restructuring all back office staff with focus on credit manager: no default in 2011 and most of 2010 bad debt renegociated.This was the oportunity to apply all my skills in the same project: team management, administration and finance, marketing, commercial.As a consequence Valagro's Board voted to build a factory in Brazil by 2013. It is only the first step but the company is now on track to reach economical standards of Valagro Group.

- production management: 2007 (+15%) 2008 (+20%)- development of new product lines- revamping of all the plant: investments up to €4 millions- responsible for the Supply Chain and sales administration.- searching for alternative sourcing of raw materials- managing an industrial plant of 60 people

To settle down a new subsidiary in Brazil of a French company: SERVILASE INTERNATIONAL.Three activities: -technical maintenance for Laser cutting machines (for metal sheets): find and educate people in order to repair clients' machines -importing parts from Europe -starting sales and technical support of a french programing software for cutting machines (among which Laser cutting machine): ALMA

Assignment: to audit globally the company and drive changes to escape from bankruptcy - Repositioned the company toward new high value added segment: Laser Cutting. - Managed sales force by objectives: weekly visits to clients, new clients admission, past due collection. - Doubled sales in the period and increased profitability up to 12%.