LUCID motors a leader in electric vehicle, having won Motor Trend car of the year in 2021. As executive advisor supply chain and systems my responsibilities are to support LUCID fast production ramp-up by coaching executives on supply chain improvement activities covering MRP, Warehouse Management and supporting systems (PLM, ERP, MES).

Novelis is the world leader in rolled aluminum products and aluminum recycling. As director supply chain, I lead the following areas: S&OP, regional master production scheduling, plant scheduling execution, demand planning, logistics planning and execution and the supply chain project team. In addition, responsible for the relationship with key external suppliers especially in the rail logistics area and a key member of the customer relationship management team for strategic customers in Automotive and CAN.Accomplishments: As Director for Europe January 2014 to June 2020 - Switzerland• Led the stabilization of a large automotive OEM aluminum supply from Novelis moving from weekly plant “shut down” due to short supply generating over €5M / year in express shipments to securing a 5-year contract as sole source supplier for total sales of around €1.3 billion.• Led the creation and implementation of a regional supply chain team covering the areas of S&OP, Master Production Scheduling, Demand management and Logistics building a regional team of 22 professionals from 17 countries in just over 15 months. The team oversees 11 production facilities and over 1,000KT of customer shipments.• Sponsor the development and implementation of a standard advance planning system across our European facilities.As interim Director for North America (2013) - US• Assumed Supply Chain leadership for all North American operations; 19 production facilities and over 50 sub-locations (sub-contractor and warehouses).As consultant for North America (2012) - US• Led the stabilization of a large SAP implementation that included a go-live in 3 main locations (2 mills and head office) and over 50 sub-locations (sub-contractors and warehouses). Responsibilities included identifying the critical elements to stabilize, resource them properly and implement interim measures to minimize negative impacts on the operations while implementing a long-term fix to the issues.

AbitibiBowater is the largest newsprint manufacturer in the world and a North American leader in commercial printing papers, pulp and wood products. With 19 production facilities and 43 production lines in the United-States, Canada and South Korea, its paper is exported to more than 70 countries. As Vice-President, I was responsible for the S&OP, regional master production scheduling, demand planning, logistics including export, customer service and IT applications support and projects. Responsible to deliver the benefits identified as part of the merger due diligence and I supervised a group of 150 employees.Accomplishments:• Led the implementation of a Sales and Operations process (S&OP), and of an integrated planning team responsible for the planning and detailed scheduling of all paper production. • Managed the consolidation of logistics, customer service and IT resources located in four offices and two countries. This consolidation involved hiring and training over 60 new people while closing 2 offices.As consultant for Bowater:• Led the team responsible to identify the synergies and the best practices to be used by Supply Chain (Planning, Logistics & Distribution and Customer Service) after the merger of Bowater and Abitibi-Consolidated. Over $32 million of supply chain savings were identified and later delivered.

Domtar is the largest integrated manufacturer and marketer of uncoated free sheet paper in North America and the second largest in the world. As Vice-president Integrated Planning, I was responsible for the Demand plan (forecast), the Supply plan (capacity), as well as the master production planning and detailed scheduling of all North American (14 production lines) and Chinese (1 production line) facilities.Accomplishments:• Product life cycle management - Implemented statistical forecasting; SKU level forecasting with sales; top 75 SKU weekly reviews with sales and marketing; bi-weekly brand review with product management; and dynamic safety stock on all stock SKUs. • Lead time – Implemented packaging material management; implemented new inventory management philosophy using an ABC-XYZ approach; implemented new block management approach for make items.• Mill scheduling – Implemented sheeter optimization, run size optimization, delayed product configuration and automatic packaging replenishment.• Managed the implementation of SAP in the context of a business transformation project. Provided a new vision and approach for a project that was 2 years behind schedule and $15 million over budget. The implementation required the replacement of 6 major systems including 2 previous instances of SAP and 2 mill execution systems and delivered around $47 million per year in benefits.

Domtar is the largest integrated manufacturer and marketer of uncoated free sheet paper in North America and the second largest in the world. As Vice-president Integrated Planning, I was responsible for the Demand plan (forecast), the Supply plan (capacity), as well as the master production planning and detailed scheduling of all North American (14 production lines) and Chinese (1 production line) facilities.Accomplishments:• Product life cycle management - Implemented statistical forecasting; SKU level forecasting with sales; top 75 SKU weekly reviews with sales and marketing; bi-weekly brand review with product management; and dynamic safety stock on all stock SKUs. • Lead time – Implemented packaging material management; implemented new inventory management philosophy using an ABC-XYZ approach; implemented new block management approach for make items.• Mill scheduling – Implemented sheeter optimization, run size optimization, delayed product configuration and automatic packaging replenishment.• Managed the implementation of SAP in the context of a business transformation project. Provided a new vision and approach for a project that was 2 years behind schedule and $15 million over budget. The implementation required the replacement of 6 major systems including 2 previous instances of SAP and 2 mill execution systems and delivered around $47 million per year in benefits.

Proximi-T was an e-Business consulting firm offering services to mid-size companies in Canada. ProximiT had 95 employees when it was sold in 2000 to Cossette Communications which was one of the leading communication firms in Canada at the time. My role was to develop the professional service organization team and support the sales team in our go to market strategy.Accomplishments:• Increased company revenue by 100% and service delivery revenue by 250% through the transformation from a value-added reseller (VAR) to a consulting practice focusing on eBusiness. • Developed and implemented a training program and redefined success measurements to build on employee’s abilities and increased personnel by 200% (from 15 to 45 consultants) while maintaining a high chargeability level.

Accenture is one of the largest consulting firms in the world with 236,000 people operating in 120 countries. My role as senior manager was to support the development of recurring business at my customer by delivering projects that help them become more successful. As part of my responsibilities, I led key projects going from the strategy definition to the implementation and delivery of the identified benefits. I also had responsibility for the resources development and supported the definition of the regional go to market strategy.Accomplishments:• Spearheaded a politically and financially secure business case, resulting in the first benefits-based project sold by Accenture worldwide. The project that followed this win was also used as the base for the opening of a new office in New-Brunswick, Canada.• Planned, architected and managed the delivery of a large customer relationship management system (28,000 man-days) for a provincial government.• Architected and managed the development of the claims management system (13,000 man-days) for a Workers’ Compensation Board. Led a joint development team with resources from four (4) organizations.• Reporting directly to the managing partners of audit and consulting, managed the automation of Arthur Andersen and Andersen Consulting Canadian offices and employees in a politically difficult context due to the imminent separation of Andersen Consulting from Arthur Andersen.• Transformed Alcan’s railroad to perform as a just-in-time operation.

As manager of the newly created Organization and Methods group my role was to be an internal consultant to the different company departments to help them improve their efficiencies. My responsibilities were to work closely with the management team of the different manufacturing operations located in Quebec to define improvement projects and secure the appropriate resources to ensure a successful delivery of the benefits anticipated.• Led the change management effort in the delivery of the anticipated benefits for the unionized employees’ payroll improvement project.