Pharaonic recovery plans, accelerated changes in consumption patterns, recurring stop and go and highly differentiated impacts depending on the sector, accelerated digitization-dematerialization and transformation of work ... The pandemic, like any crisis, brings its share of uncertainties and an opportunity: that of change accompanied by a gradual abolition of the boundaries between the economic and social contribution of the company, which gives a renewed and highly valuable meaning to work. More than ever, teams must adapt to new situations and reinvent themselves by demonstrating efficiency, agility, resilience and creativity. More than ever, the efforts required to develop/energize the business and create/recreate value need to be approached with adaptable and agile resources and a fresh perspective. Over 25 years, Few consulting has developed a multi-sector (Luxury, FMCG, Telecoms) and multi-channel (Wholesale, Department Stores, Retail, Pharmacy, Institutes & Spas, Supermarkets, Call Centers) expertise in the development of Businesses and brands with a strong image in very competitive markets and in companies undergoing rapid transformation and will accompany you in all aspects of your dynamization: o Strategic diagnosis, commercial and marketing strategy (operational marketing, trade marketing, category management) o Operational deployment o Negotiations and partnerships o Project managemento Organization and team building (recruitment, evaluation, animation, sectorization)o Annual animation planso Performance management o Management, Interim managemento Training and skills development o Transformation and change management

🔎 Managing all commercial aspects of Fragrances Division (turnover €65 M>2/3 of total subsidiary's turnover and margin) reporting to General Manager France🔎 7 brands : Dolce & Gabbana, Narciso Rodriguez, Serge Lutens, Issey Miyake, Elie Saab, Zadig et Voltaire, Alaia🔎 Management: 40 headcounts🔎 Executive Committee Member✔ Overachieved growth objectives each past year (Sell In, Profit, Market Share)✔ Restructured brand portfolio✔ Builded and implemented new commercial vision and strategy✔ Managed all negotiations and business relations with our retailers including redesign of all contractual documents✔ Managed all trade activities and differentiation plans for our retailers in close relation with Marketing✔ Optimized P&L and budget with regular reporting and presentations to EMEA executive committee✔ Reconstructed and renewed the sales teams and developed their managerial and business skills by creating and deploying specific training program✔ Reshaped commercial premium policy, kpi and commercial meetings✔ Recommended and implemented a new organization

🔎 Managed all commercial aspects of Clarins (Skin Care and Make Up : 2/3 of total sales) reporting to General Manager France, responsabilities extended to Mugler and Azzaro (Fragrances : 1/3 of total sales) in May 2014 ie €150 M total turnover🔎 Networks concerned : selective distribution, department stores stands, Clarins beauty and spa institutes🔎 Management: 150 headcounts🔎 Executive Committee Member✔ Developed profit and Market share within a declining market and while the company is merging ¤ Cosmetics and Fragrances activities ✔ Redesigned and aligned processes✔ Renegotiated trade terms ✔ Tested and launched a new distribution network : pharmacies✔ P&L and budget optimization ✔ Developed new skills : category management, efficient sales, coaching of stands staff✔ Optimized organization through new sales force organization and creation of a Sales Development and Animation pole✔ Deployed a new strategy of priorization and capex on department stores and spa institutes renovated 40% of the stands with opening of a new concept with beauty treatments rooms, renewed 30% of stand staff

🔎 Managed all training programs, internal operational communication, internal events and animation plans for our 7,000 customer facing employees🔎 Networks concerned : call centers, Bouygues Telecom stores, sales force, Internet back office, customer service, wholesaler🔎 Management: 60 headcounts🔎 Executive Committee Member✔ Supported the change of corporate strategic orientation (launch of quadruple play offers : Bbox) by diffusing a new culture and new skills

🔎 Sales and Customers Division : 11 millions customers and €5 billions turnover🔎 Commercial Board Member🔎 Management: 4 headcounts✔ Federated and aligned the Executive Committee of the Sales and Customer Division around a 3 years plan including the major launch of a brand new activity with B-Box (quadruple play), deployed category management approach in mass retailing

✔ Renewed the commercial approach in distribution through building a Bouygues Telecom marketing policy for mobile and fixed line products categories

🔎 Commercial Board Member✔ Strengthened the presence and competitivness of Danone brands through building and implementing new organization of the Sales Department to address Hard Discount development in France

🔎 Carrefour Group : # 1 customer of Danone in France, 30% of Danone turnover ie €280 M🔎 Management: 5 headcounts✔ Built, implemented and drove the Danone’s commercial and marketing strategy with Carrefour Group (Carrefour, Champion, Shopi, 8 à Huit, ED), negotiated French and European commercial agreements

🔎 Management: 20 multi-skilled headcounts team🔎 Commercial Board Member🔎 Organization and lead of both commercial and commercial and marketing committees 🔎 Commercial Board Member✔ Built, implemented and drove the commercial and marketing strategy in line with both Evian and Distributors strategies

🔎 Leading brand in volume on the 1st market of ultra- fresh products ✔ Conducted 8 products development projects including 2 European launches and overhauled brand positioning

✔ Negotiated annual French (Carrefour, Promodès, Groupe Casino, Loceda) and European agreements (Carrefour), managed budget and roadmap consistency in Europe (for the merge of Carrefour and Promodès)