Valmétal et Val'Air, filiales de Faun Group conçoivent, développent et commercialisent des balayeuses et des laveuses à l'usage des opérateurs de travaux publics et des collectivités

I support industrial companies for limited assignement as managing, site manager, sales management, industrial management or project management... I support the CEOs for strategic topics, structuration and implementation of action plans and KPI, teams management, implementation of key partnerships, management of complex projects, crisis management...I support sales managers for the definition and the implementation of sales strategy, management and support of the teams, international business development, ...I support industrial managers for the definition and the implementation of industrial strategy, development of new products, management and support of the teams, project management, continuous improvment projects, ...

Previously a subsidiary of NSC Groupe (France), now Pakea is part of Leonhardt Group (Germany) since January 2021. About my position as Managing Director : - Establishment of the company's global strategy in conjunction with the shareholder, the annual business plan and adaptated steering - Restructuring of the organisation in order to correspond to the Group's best practices- Management of the P&L and monthly reportings - Restructuring of the product offering (redefinition and reduction of the product range, redefinition of the products, standardisation)- Steering the launches of new products (market studies, working groups, specifications, monitoring, validations, market launches) - Implementation and steering of a project mode management for the customers' orders- Implementation and management of a Quality approach (based on ISO 9000) and implementation of continuous improvement procedures, KPIs, etc. - Management of the HR policy - Management of the relationship with employee representativesAbout my position as Commercial Director:- Redefinition and restructuring of the commercial activity in order to increase the international position ; and daily management- Marketing- Management of actions on trade shows- Supporting the teams- Management of a customer portfolio- Strengthening the agency network- Negotiation with clients- Drawing up and management of the contracts- Customer relationship management

In parallel with my missions with PAKEA, taking up a position at FEGE (common shareholder - NSC Groupe).- Restructuring of the organization in order to correspond to the best practices of the Group- P&L management- Restructuring of the commercial activity in order to increase the international position ; and daily management- Implementation of continuous improvement initiatives

Following the evolution of the position of ordering parties in this niche sector (transformation of new vehicles by adding 4x4 kinematics), my main missions focused on redefining the Business Model of Automobiles DANGEL:- Definition of a new commercial policy and associated marketing actions- Establishment of partnerships- Development of the relationship with institutional actors- Implementation of a strategic development plan and an adaptated management organization (implementation of a Management Committee)In parallel to these activities : - Management of the P&L - Management of the product diversification - Implementation of a service offer in order to diversify the customer panel (engineering service offer, validations and homologations support, small series assembly for mobility solutions) - Redefinition and management of the product development process in order to increase Product Quality - Co-steering of the Quality approach (ISO 9000, ISO TS 16949)- Deployment of the commercial process at international level (Europe, Turkey, Russia)

- Technical management and management of the Enginneering Dpt, Prototyping, Validations and Homologations, Supply Chain, Production, Industrialization, Maintenance and After Sales teams - Management of the new products developments - Definition and implementation of changes to existing products - CAPEX management - Technical management of the processes evolutions- Implementation and management of KPIs - Implementation and management of project approaches

- Technical management and management of Supply Chain, Production, Industrialization and Maintenance teams - Sourcing of components and functions - Management of serial supplies - Management of a cost reduction project - Organisation and adaptation/improvement of the industrial processes

As part of the launch of a new model :- Deployment of the Quality Control policy for the body assembly processes- Management of the procedure for qualification of the body assembly processes

Following the takeover of this company by the Fives group, my mission was to adapt the processes within my scope to Fives' good internal practices :- Management of the production activity: plannings and workloads of the teams (Machining, Welding Assembly, Mechanical Assembly and tests - 25 people) and management of the associated HR aspects, management of technical problems, manufacturing routings, investments- Definition and management of a Purchasing policy- Deployment on the site of a new ERP (Octal) as project manager- Cross-functional product standardization project

- Management of teams - Management du CAPEX- Complete management of different projects (press fleet, steaming furnace, grinding machine fleet, buildings, etc.)- Definition of the maintenance policy, and management- Management of a machining Dpt

As part as the framework of laser subcontracting activities for the aeronautical, railway and automotive industries:- Implementation and management of the Quality policy (ISO 9002 basis and specific norms) and associated quality control activities- Costing, industrialization and technical follow-up of special projects (cutting, micro-machining and laser marking)