Montage & management de projets collaboratifs avec financement au niveau européen (H2020, Eurostars, Era-Net), national (PIA) ou régional (FEDER, Interreg).Développement durable : électricité (Ademe, H2020), bâtiments et villes durables (Smartcities), Industrie (Fab 4.0), etc.

Missions auprès de PME industrielles sur les fonctions devis, achats, logistique, action commerciale Principales missions : Jieff sarl (02/15-11/15), Corso Magenta (01/16-04/16)

Devised and implemented a strategy for recovery and growth of market share that led to terminate one brand and rationalize the product offer with pooling vs differentiating and ‘make or buy’ analysis. Proposed plan validated by HQ within 6 months and implemented within a year, wholesalers involved in this process.Re-organised the commercialisation of 2 brands: sales areas, contractors key-accounts, wholesales network and major projects. Within 18 months, negotiated 3 key account contractor agreements and listed ‘Strategic vendor’ by Rexel and SoneparRe-established and strengthened the identity of 2 remaining brands by rationalizing the product offer around a cost/earning analysis. By Oct. 12, completion of centralization of all products logistic. Within 18 months, new R&D products presented and catalogues overhauled.

Managed 42 people split between 2 brands (area managers, field and internal salespeople, marketers), functional and hierarchical managerial responsibilities.Devised strategic plan to reorganise and integrate this business with the rest of Legrand’s ‘cable management’ activities to create a French leader with sales over €100 MM. The 3 years plan proposed was validated within 6 months and later implemented by the Legrand’s Executive Committee.Large increase of gross margin, achieved by leveraging prices, advertising, tech communication, product offer, R&D and process innovation. Within 5 years, gross margin up 13%, from 37% to 50% and market share up 10%.Devised and implemented Customer Service with additional commercial role. Within 5 years, outperformed the sister brand in the Group by a cumulative 34%.

Devised and implemented a commercial, marketing and in-sales department redeployment strategy for the declining Cablofil brand. Within 5 years, Cablofil No 1 with €25 MM sales, i.e. +70% (1999 sales = €14.5 MM, No 3) and EBITDA ratio over 25%.Reorganization of field commercial team -hiring dedicated salespeople- coordinated with the wholesalers and KA contractors: increasing readability of the strategy and allowing strong growth (+20%) within 5 years.Evolved duties of in-sales team from sales administration to commercial role. Paired in-sale officer with field sales-person: within 2 years, 90% of the customers called directly their in-sales correspondent.Implementation and follow-up of frame agreements with all top 10 KA non-residential electrical contractors: related sales (direct and wholesale) up 40% over 5 year

(12 ingénieurs et techniciens postés en 3x8)Gestion du Département Gaz de la fab 8’ de STMicroelectronics (site Seveso) en SicileRétablissement de l’image d’Air Liquide après une grave explosion (août 96) avec arrêt de la fab ST: en 18 mois mise en place d’un management TQM (FMEA, SQC) ; En 2 ans obtentions des certifications ISO9000, QS9000 et ISO14000 et gain de 3 appels d’offres pour les autres fab ST.Refitting de l’équipe : En 2 ans, mise en place d’une GPE. Transformation de l’équipe (-2 séniors, +2 jeunes potentiels). Montée des compétences. Absorption de mon départ 2 ans après sans problème

Détection et prospection de clients en phase d’investissement par une démarche de conseil et d’accompagnement : conquête en 3 ans de 2 clients à fort potentiel et hausse globale du CA de 25%.Facturation d’un loyer pour les bouteilles de gaz (distributeurs et clients directs) : 80% du parc mis en place en 6 mois (2500 LIT/mois), impact direct sur la marge, investissement réduit en parc bouteilles

Implemented new internal IT system through constructive project team / users dialog. Within 8 months, detailed functional specifications written and approved. Total users involvement allowing quick debugging.

Surveyed all existing lease agreements. Within 10 months, thorough modelisation of the lease portfolio, and precise risk/profitability analysis. Created a reliable management tool in times of crisis.Within 18 months guided the financial control dept. towards a TQM internal client / supplier operation: 4 juniors promoted to take similar responsibilities in other subsidiaries (UK, Germany, Japan).