Initially appointed to transform a cash-bleeding enterprise and stabilize it for immediate divestment. After successfully turning around the company beyond shareholder expectations, convinced the Board to go to a new phase: develop it, cautiously reinvest to transform, and divest from a position of strength. Owner of the P&L for a $400M organization, with up to 400 employees, excluding contractors. Reported to the Board of Directors.Key Achievements: • Transformed an underperforming company into a thriving enterprise. Delivered EBITDA growth from a $389M deficit to $94M profit within a year. • Spearheaded and supported five M&A initiatives resulting in getting Seabed sold at a premium compared to inception of leadership of the business.• Led a new development phase focused on long-term sustainability, innovation, and transformation. Notably developed and introduced a new technology platform that delivered a 200% operational efficiency improvement and supported an asset-light strategy. Also developed a game changing technology based on swarms of low cost autonomous underwater vehicles (AUVs) through a multi-million dollar partnership with Saudi Aramco.

Promoted to run the new global Land Division and strategically reposition it on high end, technology driven and less price competitive market segments. P&L responsibility for a $900M business line (including $300M managed through a minority joint venture) with over 600 employees, excluding contractors. Core member of the Executive Committee of CGG (a $3B organization). Reported to the CEO.Key Achievements:• Successfully repositioned the Land Division on a high-end perimeter, launching cutting-edge technologies and creating new business lines around them.• Drastically transformed the Division, eventually growing non-operated activities to represent 80% of the Land perimeter, thus drastically reducing exposure to the Land Acquisition Business.

Responsible for Land Data Acquisition activity for the Eastern Hemisphere, a $450M business line with $250M directly operated and $200M realized through a minority joint venture. Managed a team of 300 employees plus subcontractors.

Responsible for Business Development and Marketing activities for all business lines in the Asia-Pacific Region (APAC). Focused on developing technology and commercial partnerships with core clients in the region as well as joint venture approaches in complex markets.

In charge of sales and marketing activities for a very commoditized $200M+ business line. Managed a team of five employees. Reported to the SVP Land Business Line Eastern Hemisphere.

APAC Sales and Marketing Manager, Land Business Line (Paris); Indonesia Country Manager (Jakarta, Indonesia); Operations Supervisor (Jakarta, Indonesia); Party Manager (Indonesia, Azerbaijan, Austria)