(1500 employees) ( Plants yearly Turnover ~ 120 M Eur)Tier one automotive companyOversee and manage the operations of Moroccan sites:- Leadership and Operational Management: Supervising multidisciplinary teams to ensure efficient production and optimal product quality. Implementing strategies to improve processes and achieve performance targets.Achievements: Rebuilt and Develop a new local leadership team after a legacy social crises, with a validation of a clear vision, mission and strategical axes for winning.- Strategy and Development: Developing and executing strategies for the expansion and growth of the Moroccan sites. Identifying opportunities and managing relationships with local and international stakeholders and partners.Achievements: Embrace the change to transform the Moroccan plan to a lead mother plant within the group. Launch new and complex product lines ( 20M€ Capital investment) - Industrial Excellence: Promoting operational excellence through the adoption of lean manufacturing practices and continuous innovation. Leading continuous improvement projects to optimize costs, quality, and delivery times.Achievement: Launch Lean academy, P&L results improvement ( +2,2%), Srap rate reduction ( 67% reduction), Yearly Cost savings ( 2.4 M€)- Human Resources Management: Developing talents and skills within the teams. Creating a motivating and respectful work environment that fosters professional and personal growth.Achievement: launch of SIRH, High level development plan management, Implement a career planning process.-Safety and Compliance: Ensuring compliance with quality standards, safety regulations, and legal requirements. Implementing policies and procedures to maintain a safe and compliant working environment.Achievement: successive IATF 16949 qualification, ISO 14001, AEO full (customs) successful management of customs crises

(1500 employees) ( Turnover 200 M Eur)Mission:- Management and improvement of industrial performance of ALTIFORT plants.Achievements:- Implementation of the industrial strategy and launching projects to improve the group's KPI's (Security / Quality / Cost / Delivery / Moral)- Back to basics performance of the GLI Civray site (METALLURGY Field) with an 8% productivity improvement, and an OTIF from 48% to 82%.- Definition and implementation of the strategic and industrial plan of ALTIFORT-TOBLER company (AUTOMOTIVE and AEROSPACE Field). Significant Performance improvement: OTIF from 52% to 96%.

(180 employees) ( Turnover 18 M Eur)"Automotive industry”- Lean manufacturing implementation project, Production plant restructuring, - saving project implementation, Results on going: 1,7M € /year

(250 employees) (Turnover 7 M Eur) Achievements:• Improve plant performance indicators including; Safety (less than 2 accidents / year), Quality (35% reduction of customer complaints), Delivery (95% OTIF), Production (UPMH of 3 instead of 1.6) and Employee development (Training, development and Promotion of line leaders and production managers).• Initiation of ERP (SAP) at a lower cost "​ Moussanada funding"​• Recovery from a poor start-up of a production site through restructuring, Mission, vision and strategy definition and implementation.• Initiation, negotiation and signature of "Toll manufacturing" agreement of 7.2 M Eur turnover /year• Successful BRC certification for food grade packaging industry.

(2500 employees) (Turnover 60 M Eur)

Mission:- Member of plant leadership team, direct reporting to GM & functional reporting to global technical VP (Switzerland).Achievements:- Launch a new site of ~350 employees with a vertical start up. - Achievement of several saving projects at a rate of 1,4 M MAD/year- Significant improvement of the company KPI’s in terms of PQCDSM = Productivity, Quality, Cost, Delivery, safety and Moral.- Technical and managerial development of the organization (Technology Knowledge Transfer school launch)

Managing an organization with 4 departments (about 200 employees):• Production and maintenance department: with 3 independent production sections: Results: + Reduce the finished products shortage from 50% in 2005 to 2% in 2007.• Purchasing Department: prospecting, negotiation, procurement and inventory management for raw and packing materials in Morocco and abroad (Italy, France, Germany, Sweden, Egypt, Tunisia…)Results: + New suppliers qualification with better quality price ratio. + Raw material shortage reduction by 60% with a minimum stock (cash management). + Promote Local suppliers (greater flexibility and lower cost).• Engineering department: Managing a team of engineers with the objective of doubling production capacity at a lower cost, better quality and at the best delivery time. Results: Investment budget of about 30 M MAD for the year 2007:+ Installation of 3 new complete production lines. + Installation and qualification of an electrical transformer (1430 KVA) & Air compressor f(50 KW)• Quality department: We were in the process of certification ISO 9001 vs 2000.Results: Put in place the quality assurance strategy and participate in internal audits.

Initiatives Packaging department manager / project manager (01/2006)Management of engineers and technicians team and development projects for 5 carton packaging lines and 13 polybags packaging lines:• Initiative, innovation and saving projects management and implementation (Zero loss mentality) • Packaging machines process optimization. • Maintenance management system implementation for all P&G morocco plants (preventive maintenance pillar owner)Packing carton department manager (02/2005) Production team management of 5 carton packaging lines (27 technicians and 36 contractors)• In charge of insuring the department objectives PQCDSM :- Daily and monthly production output.- Production scheduling and coordinating with other departments.- Initiative, saving and innovation projects implementation.- Implementing IWS (Integrated work system) methodology inside the department.- Monthly reporting to plant leadership team.- Quarterly reporting to the headquarterProject: Study manufacturing and installation of an automatic packaging end-of-line. A budget of 250M $ (3 times less expensive than a similar facility elsewhere)Packing carton and polybags maintenance manager (01/2004)• Coordination and supervision of maintenance activity: (PM step 3 implementation)- Resources: 12 technicians. - Tasks allocating and resources managing.- Planning monitoring.- Insuring the respect of work procedures and standards.- Standardizing work procedures and capitalizing experience.- In charge of the maintenance cost and loss analysis.Process engineer packaging carton (08/2002)• Insuring the process function within a packaging carton team:- Installing a control process strategy.- Analyzing losses due to the process. - Implementing projects to improve the efficiency and the cost (RCO from 4hours to 20 min)- Insuring the respect of cost objectives.- Insuring planning respect.