Family-owned company with over 100% growth, specializing in B2B distribution of international brands in women’s ready-to-wear and accessories.Assortment optimization and store acquisition: Implemented strategies aligned with the preferences and behaviors of target female consumers.Development of value-added services: Enhanced client offerings through logistics, B2B marketing, CRM, and virtual sales.Strengthening brand visibility: Managed social media, blog, website, and created a dedicated space at the Who’s Next trade show.Strategy based on three core values: Positive, Inspiring, and Responsible, guiding all our actions and initiatives.

Project Manager for Softbank Robotics and ERM Automatism looking for new opportunities. I managed an assignment focused on the use of the NAO robot as a therapeutic mediation tool for children with autistic disorders. We conducted extensive research and development to identify and categorize potential uses, as well as evaluate the benefits and social impact of this innovative approach.

Depuis juillet 2020, Delta S.I est devenu Hibyrd.H comme hybridité. Ce concept, emprunté à la biologie, nous inspire depuis notre création en 2001. Elle nous distingue sur le marché et se retrouve dans notre nom, anagramme d’hybrid en anglais.Nous croisons, en effet, le meilleur d’un cabinet conseil, composé d’associés ayant tous une vision globale des enjeux des organisations et le meilleur d’une plateforme de consultants qui apportent leur savoir-faire et savoir-être spécifiques.Pour nos clients, c’est la garantie de solutions à la fois qualitatives et réellement sur-mesure. De plus, aux experts métiers nous associons des experts de la relation chaque fois que cette intervention est pertinente.Les premiers vous permettent d’être à l’état de l’art et de challenger vos idées. Les seconds permettent à l’intelligence collective de s’exprimer pleinement et à chacun de partager une vision commune.Nos clients y gagnent en autonomie : ils apprennent à apprendre, à s’adapter mieux et plus vite aux changements de leur écosystème.Demain, les organisations performantes seront apprenantes, collaboratives et solidaires.Pour y parvenir, croisons nos intelligencesPour en savoir-plus, contactez-moi ! phbernex@hibyrd.fr

Experienced in driving sales reorganization and team animation with a proven track record of successfully managing 54 collaborators and achieving a turnover of €353 million. Skilled in managing an operating budget of €2.5 million and driving a net development objective of €36 million.My expertise includes leading sales reorganization initiatives that involve streamlining the headquarters and sales business units, setting up a Key Account Desk (back office) and telesales, aligning HR packages, launching new sales pitches and commercial offers. I am also proficient in implementing business solutions such as CRM, Business Intelligence, and Dashboard to enhance operational efficiency and sales performance.

Design and deployment of sales strategies for B to B and B to C companies. I have successfully managed 15 employees to contribute to a turnover of 58 million €, with an operating budget of 250 K€.I managed to reduce the outstanding amounts by €3 million on the key accounts portfolio, to bring back the growth of the turnover (which had been decreasing since 2008), to set up new variable models for endorsements, to develop "cross selling" and "up selling" for all the teams, as well as to create two sedentary sales positions. In addition, I implemented sales mobility solutions such as tablets, CRM and Business Intelligence to improve productivity and sales performance.

Recruitment, Selection & Potentials Assessment

I was directly responsible for a turnover of 86 million € with a budget of 700 K€. My role was to design and implement a sales strategy dedicated to SMEs in the service, industry and health sectors. I was also responsible for the direct management of four managers and the functional management of six regional sales managers.Thanks to my efforts, I managed to increase the turnover by 10% by acquiring key customers such as Peugeot, Renault, VAG, Hospital, VIVARTE, etc. I also created a range of offerings tailored to different industries such as hospitals, garages and construction, while merging e-commerce and customer relationship services.In addition, I oversaw a three-year skills development program for 24 managers and 200 sales people. I also implemented an enhanced sales mobility solution by acquiring 50 iPads with integrated CRM, creating a collaborative intranet and other sales tools.

I was directly responsible for the €60 million turnover, while professionalizing and developing national sales with a team of 200 sales people in the field. I was also in charge of the functional management of 20 Key Account Managers spread over 4 subsidiaries, as well as the management of strategic accounts with 5 Strategic Account Managers.During this period, I managed to increase the sales volume by 10% thanks to the acquisition of important customers such as EDF, First Solar, Orange, Saint-Gobain, etc. I also deployed a sector-based sales coordination for key accounts, repositioning the key account teams on a cross-selling commercial logic.In addition, I collaborated on the "Excellence Commerce" project, the objectives of which were to harmonize regional organizations, the functional scope and the commission plan, while building a multi-business professionalization plan.

◦ Direct turnover responsibility € 140 M => + 5% of sales volume growth, + 1.5% net margin (Arcelor-Mittal, SNCF, Orange…)◦ Realignment on a path of profitable growth and Identification of high potential market segments ◦ Head of the national account division (9 KAM) ◦ Transversal management of 60 Area Business Development Managers ◦ Operational marketing support

◦ Direct turnover responsibility € 99.5 M ◦ + 7 % of growth (LVMH 7 M€, NIKE, E.ARDEN, SONY…)◦ Head of multidisciplinary team of 7 « Key Account Manager » ◦ Project Manager for France with the European Steering Committee, to handle the merge of Ducros and Danzas companies: reengineering of the "key account" approach and new customer segmentation

Head of key account's sales• Development of sales strategy with the CEO• National coordination of shareholders’ sales force• Creation of value-added services in order to maximize the portfolio profitability• CRM set-up and reporting tools implementation

Major Account ExecutiveField Sales ExecutiveTelesales