Each year, almost 660 million tons of C02 are emitted by air transport, this is more than 20,000kg of C02 per second. Fuel represents 30% of airlines’ costs, and the pressure of the competitive dynamics of the airline industry is ever-present. That’s why OpenAirlines decided to act by developing innovative solutions to help airlines reduce their costs and environmental impact.Drawing on 12 years of R&D, the SkyBreathe® 360° eco-flying platform provide airlines with a holistic approach so that they can unite all their teams around fuel efficiency. Based on Big Data algorithms, AI and Machine Learning, the digital platform reduces Airlines’ first cost driver by 2 to 5% without any modification to their fleet while allowing them to be among the “greenest” airlines in the world.Rewarded by many innovation awards and today a world leader in the market, SkyBreathe® is now used by a very active community of 50+ airlines around the world including easyJet, DHL, IndiGo, Norwegian, Cebu Pacific, flydubai, Atlas Air, Air France among others.👉🏻 openairlines.com

Each year, almost 660 million tons of C02 are emitted by air transport, this is more than 20,000kg of C02 per second. Fuel represents 30% of airlines’ costs, and the pressure of the competitive dynamics of the airline industry is ever-present. That’s why OpenAirlines decided to act by developing innovative solutions to help airlines reduce their costs and environmental impact.Drawing on 8 years of R&D, the SkyBreathe® eco-flying software came out in the market in 2013. Based on Big Data algorithms, AI and Machine Learning, the digital solution reduces Airlines’ first cost driver by 2 to 5% without any modification to their fleet while allowing them to be among the “greenest” airlines in the world.Rewarded by many innovation awards and today a world leader in the market, SkyBreathe® is now used by a very active community of airlines around the world including Malaysia Airlines, Norwegian, Cebu Pacific, flydubai, Atlas Air, Air France among others.👉🏻 openairlines.com

• COO and since 2009, Director – Management up to 30 people.Targets:- Define and deploy the new strategy (R&D, Production, Costs, Products, Markets, Distribution,…).- Increase coordination between R&D, Marketing and Sales activities, manage the factories, deal with financial, administrative and legal topics.- Maintain minimum commercial positions on French and Overseas markets during the transition periods. - Gain market shares in France and Overseas based on the defined strategy: “Best Value for Best Price”.Actions:- Select innovative technologies to invest in and define Products strategy accordingly.- Implement project management approach between R&D, purchase, production, marketing and sales activities.- Enforce cost management methods to face the increasing competition and margin level reduction rates.- Develop strategic partnerships with key actors on the targeted markets to build a complete Ecosystem (Operators, CAS, Distributors,...).- Make Distribution and Customer Care management more professional.Results:- Stop Turnover fall between 2006 and 2009. Double DTV branch turnover in 2011/2013 and in 2015/2016. Bring the EBITDA up to 10%.- Best success in France during Year 2016. 8% Market share.Validation to extend the “Best Value for Best Price” strategy to overseas markets.- Cost reduction management, new R&D methods, and new Production Strategy.- Make the company much more trustable to the main international actors in terms of innovative abilities• Since 2015, Managing Director at Eshop.dz, ASTON E-business Branch in Algeria (in addition to ASTON activities).Actions:- Create from scratch an E-Business company and an online shop in Algeria. Work out the business plan and the strategy.Define the organization, the Products, the Marketing, the Digital Communication and the Sales strategy. Results:- 10 employees, 300K unique visitors, 200 K€ Turnover, 270 Purchase Orders per month, 160 000 Followers on Facebook, 1.5K products displayed.

• Deputy Sales and Customer Care Director – Management of 30 peopleTargets:- Define the new distribution strategy. Implement new commercial management tools for the Maroc Telecom distribution network and sales force. Define new training policy. - Enforce an objective driven management and link it with the variable remuneration policy.- Improve working procedures of the Call Centre. Implement an active commercial policy through them.- Define a new customer care policy for subscriber’s billing complaints.Actions and Results:- Develop and organise the distribution network: 6 new networks within 6 months.- Positive net growth of the number of post-paid subscribers: + 70 000 in 2002 / 2003. 10% through the Call Centres. 100% increase in prepaid turnover.- Training given to 2500 employees.- Improve customer billing complaints treatment through a centralized and dedicated platform: treatment time reduced from 30 to10 days. ISO 9001 certification for the Maroc Telecom Call Centres.

• Sales and Marketing Director Targets:- Define sales and marketing strategy for the analog/digital swich-off, while competing against a black market.- Hire and manage the sales force (5 persons).- Develop co-branded sales and marketing actions with structured distributors.- Develop the Call Centre activities (7 persons): direct marketing actions, studies on the market.Actions and Results:- 100 new distributors in 1 year.- Positive growth of the number of subscribers: 2 500 in 1 year.

• Sales and Marketing Manager - Develop a new range of products and services. Enhance subscription business.- Define commercial objectives and dedicated action plans. Manage the sales engineer.- 2 M€ additional turnover in 1 year.

• 1996 to 1999: Key Account manager- Manage and develop a key account portfolio.- Organise a prospective activity. Targets: Social Housing organisations, Administration, TV Operators.- 30% growth of the turnover within 3 years.

• 1994 to 1996: Sales Representative- Manage and develop a professional and consumer portfolio in the Bourgogne and Champagne region.- 75% increase of the turnover within 2 years.