Directeur de BU / DG d'ETI

EU leader in private label & brands for homecare + personal care

P&L responsibility for €900m sales; 100 people direct + 150 indirect

Leveraged market disruptions into growth platforms and redefined the role of Dalli in the value chain

• Defined company purpose, reframing from "manufacture private labels to retail" into "clean & deliver hygiene".
• Introduced company KPIs, both lagging and leading especially metrics for sales funnel.
• Elaborated a plan to internationalize the business in 3 steps and develop e-commerce; bring one case to VC stage.
• Built & led the cross functional innovation SteerCo & ecosystem to drive disruptive innovations and their capex.

EU leader in customized productsfor homecare

P&L responsibility for €900m sales / €61m Ebitda; 250 people (via 7 regional MDs + 1 Strategic Marketing Director)

Turned the company around and re-invented an operating model for private label in Europe

Results :

• Designed integrated strategy & translated it into a 5 year plan presented to the Board & investors, incl. +20% Capex
  • Turned business around in 18 months: culled bad business (-70% clients, -20% SKU), restructured team (-28% cost over 3 years), established key processes (S&OP, capital allocation, NPD go/no go) and levels of decision authority.
  • Recommended & executed divestiture of non core business: skin care (€10m) and personal care (£56m sold to 3i) and managed subsequent stranded costs (applied zero base budgeting).
  • Recommended M&A and acquired + integrated Danlind (€70m); generated synergies within 9 months (-1/3 FTE).
  • Created a dedicated BU for contract manufacturing; won 1st deal ever with P&G, Manitoba and Blue Sun.
• Delivered top-line growth and margin improvement: Sales +3.6% in 2017, +7% in 18 and +5% in 19
  • Increased prices by £7.8m to recover margin after the rise of raw materials (50% of our Ebit at risk).
  • Fostered proactive, consumer centric value proposition (proprietary concepts, licensing, NPD) and rebalanced R&D investment towards packaging; introduced crowd-sourcing; pioneered e-commerce.
  • Segmented clients by willingness to pay and discriminated cost-to-serve; introduced new pricing models.
  • Worked out expansion plan to Russia.
• Drove front office & back office efficiencies through digital transformation
  • Centralized transactional tasks in customer service, fostered end-to-end lean projects
  • Digitalized processes: introduced OCR software to become “paper free”, SAP process mining to improve order-tocash​​​​​​​ process based on facts, and introduced artificial intelligence to improve forecast accuracy and procure better.
  • Sponsored operational excellence & continuous improvement moving from S&OP to IBP: CSL/SLA, working capital.

Global leader in airlines catering

P&L responsibility for €250m turnover, 70 people (Sales, customer service, project, pricing)

Professionalized Key Account management and started up business in the adjacent market of food service

• Re-organized sales to match growth potential and to service clients better.
• Negotiated big contracts (up to $20m); achieved 93% contract renewal, 35% conversion of new deals, -4 days ACR.
• Monetized innovation better & increased margin by de-bundling service while widening the offer of new services.
• Set up strategy & plan to go into Food Service; dedicated a team & spearheaded mental shift. Won McDo spoons.

Global leader in bakery ingredients & products (under PE from 2013)

2011 – 2014 BUSINESS DEVELOPMENT & MARKETING DIRECTOR EMEA - GROUP - STRASBOURG / AMSTERDAM - € 1100m, 6 direct + 100 indirect people

• Evolved the business from ingredients sold to bakers to finished products sold to retail and OOH operators.
• Results:
  • Recommended where to play & how to win for €1100 m sales, 7 categories, 4 channels across EMEA.
  • Worked out segment specific strategies leading to investment and divestiture (€110 m revenue, sold to AAK).
  • Led major cross functional due diligence in M&A process (up to €150m) and strategic alliances.
  • Coached teams in the transformation journey of becoming a supplier of finished products to retail & food service.
  • Created value in the category by working out B2C concepts, licensing (Milka) and innovation (mini bites).

2009 - 2011 BUSINESS DEVELOPMENT & MARKETING DIRECTOR EMEA - INGREDIENTS - STRASBOURG / BINGEN

• Established a new marketing matrix organization and invented a suitable B2B2C operating model
• Results:
  • Created the front End Innovation Process; achieved +4 pts innovation rate and +10pts OTIF across 1500 projects.
  • Step changed marketing practices with data analytics that opened up more efficient launch & promo campaign.
  • Redefined portfolio architecture towards a blueprint, and active portfolio management.

2008 - 2009 BUSINESS DEVELOPMENT & MARKETING DIRECTOR EMEA - ARTISAN - STRASBOURG

2005 - 2008 FOOD - MANAGING DIRECTOR EBLY SAS |BOARD MEMBER OF THE JV |BRAND DIRECTOR EUROPE - CHATEAUDUN - Brand & Factory P&L responsibility for €40m, 100 people

• After a hard & unsuccessful merger of the company into a JV with Mars Inc, redefined a balanced integration that leverages the unit’s entrepreneurial spirit while creating pride for belonging to Mars Inc.
• Results:
  • Reported to shareholders. Managed duality of farmers/suppliers in procurement strategy & in-bound sourcing.
  • Supervised factory performance and KPI (OEE, safety, quality, stock) to deliver conversion cost & cash targets. Growth + savings + price increase = ROTA x2 from 6% to 12%.
  • Turned around level of engagement of associates, rebuilt a sense of pride.
  • Unorthodox growth plan with a focus on contract manufacturing and food service to grow category penetration.
  • Avoided major cost increase by renegotiating distribution agreement in food service, from % of sales to € per ton.
  • Defined brand equity and media plan for Ebly to turn a mono format product into a meaningful brand.
  • Led product innovation: launched 2nd ever dry product, introduced “Poêlée concept” that became category norm.

2002 - 2005 CONFECTIONARY - REGIONAL MARKETING & SALES MANAGER DE/AU/CH/NL THEN CONTINENTAL EU - STRASBOURG

• Took part in the creation of a dedicated «sweet & gum» BU to develop a second leg in confectionary
• Results:
  • Responsible for the P&L of the region (€45m net sales, budget of €9 m), elaborated and executed 3-year plan.
  • Sales: Managed 3 rd party distributors (trade terms, activity plan, fees). Established our brands in check-out.
  • Managed marketing mix for a portfolio of 4 brands across all channels.
  • Managed 4 FTE & agencies.

2000 - 2002 CHOCOLATE - SR PRODUCT MANAGER, EUROPEAN ACTIVITY MANAGER M&M’S® - STRASBOURG

1998 - 2000 VENDING/DRINKS DIVISION: GRADUATE TRAINEE - PARIS / READING / VERDEN

Took part in the creation of a dedicated «sweet & gum» BU to develop a second leg in confectionary Results:
* Responsible for the P&L of the region (€45m net sales, budget of €9 m), elaborated and executed 3-year plan.
* Sales: Managed 3rd party distributors (trade terms, activity plan, fees). Established our brands in check-out.
* Managed marketing mix for a portfolio of 4 brands across all channels.
* Managed 4 FTE & agencies.

Private banking

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