Consulting on Knowledge and Innovation Management

http://www.cop-1.net

In charge of managing the shared services to support innovation in the AREVA group and to turn the community of its experts into a technical academy of entrepreneurs.

Think tank on "Network-Centric Management", which some people also call Enterprise 2.0

EIRMA exists so that companies can improve the management and organisation of their R&D and innovation activities.

In charge of developing the KM / learning program that will enable the transfer of technical and scientific knowledge of senior people who have developed Areva's electro-nuclear engineering powerhouse to the younger generations who will be facing the tremendous energy challenge of the 21st century.

My mission is to develop and implement the knowledge system of PwC Advisory in France

Designed and implemented a global KM strategy focused on solution –selling and commercial efficiency. Obtained agreement and sponsorship of the Executive Committee. Designed, staffed and runned the corporate plan of global reorganization of sales forces in subsidiaries. Implemented associated global learning systems (training, communities of practice, collaborative tools). Produced and managed 4 global management seminars, of which the annual Sales Managers Forum (300 participants): 80 case studies, 40 booths, 4 keynote speakers. Participants’ Satisfaction index = 97%Initiated, coached and/or built 30 international communities of practice to boost business performance of sales subsidiaries with global sharing of customer knowledge and good practices - ROI > 200%Main outcome : Sales increase of 10% to 25% in 18 months depending on countries and markets. Schneider Electric was a global finalist of the MAKE Award (Most Admired Knowledge Enterprise) in 2005

Founded and launched Knexsis, a web collaboration company. Developed proof of concept, closed initial sales, raised $1 M in angel funding and hired international staff in France and in the US.Developed Kn-net™, a web-based enterprise collaboration platform and implemented a successful pilot.. Ran Knexsis on a day-to-day basis : administration, finance, legal, HR, marketing & sales.Main outcome : Technical and commercial success. Integration of solutions in eB@SE’s offering in 2001.

Develop a digital culture by creating an internal incubator of e-business projects for Schneider Electric.

Created and launched a new activity of special projects which generated $10 Million incremental revenues.. Designed and developed a new innovative range of small programmable logic controlers (PLC). Set up a strategic partnership with a large japanese company for joint development and operations. Negotiated and signed the contracting agreement. Main outcome : All objectives of the project were met. Sales of this range approached $90 million in 2005 with 60.000 configurations sold.Chaired working groups on Schneider’s global e-Business strategy and launched 3 internal e-business projects. Negotiated the acquisition of an internet startup in 2001, implemented synergies with Schneider and integrated the company in Schneider’s operations.

- Developed a turnaround plan involving market focus, partnerships and new product development. Plan was accepted by the mother company. Main outcome : Return to profits in 1995- Managed customer relations in a context of crisis of trust. Main outcome : Client loyalty, new solutions-oriented communication, success stories, and using the parent company brand. - Renegotiated an acquisition and transformed it into a strategic partnership (savings : 20 M€) - Designed and implemented a new product strategy. Designed, developed and launched in one year a new range of products which became the core product line. Total success : Sales in 2000 = 50 M€ and 40% margin.- Designed and prototyped a new CNC range with disruptive innovation (software-based, touchscreen command). Presented at the Milan fair in 1998. - Main outcome : 6% Net income in 1995 against a 3% loss in 1994. Profitable until 1998. Renewed product range.

- Elaborated and successfully negotiated a common marketing strategy for three independent divisions and implemented internal synergies for new product development. Launched first common product range. ROI in one year with a gain of 20 million€.- Post-merger integration of an acquired company in the US and Germany. Federated technical teams and obtained an agreement of all parties over a common product roadmap for 5 years, which was implemented as planned.

- Designed and implemented an innovative marketing for a major IT global player strategy based on partnership networks, technology choices and investments in software start-ups. - Strategically repositioned endangered industrial activities and achieved return to profits in less than two years. - Elaborated / reviewed business plan of technology start-ups with collaborative implementation.

- Elaborated international development strategies for large technology intensive companies. Implemented solutions and services approaches still used today. - Repositioned technology subsidiaries on the market, which resulted in growth and long lasting competitive advantage. - Designed and deployed a quality information system for a large automotive assembly plant, which was the extended it to its supply chain partners.

- Designed and established a new shop to develop prototype composite structures for airframes. Ran a staff of 20 engineers, technicians and companions for 2 years. Budget : 20 million € - Designed, developed and manufactured in 18 months the twenty highly innovative carbon fiber and Kevlar components of the fuselage of the Rafale A fighter (maiden flight in March 1986). Managed a cross-functional team of 30 people. Budget : 30 million €..