Président/DG Industriel

(Operational /Advisory services)
➢ CTO (3 months in 2015) for the sale of AML systems (110 M€ sales) in cooperation with Lincoln International
➢ Interim President of AML Systems in 2016. The company was sold at a price 66% higher than targeted.
➢ Due diligence (family office) for an investment in a 70M€ sales automotive company operating across Europe in 2017. Became a shareholder & board member post deal completion
➢ Same year (2017), completed a performance assessment of a German group subsidiary operating in the Metallurgy sector. Client was very pleased with the report & findings.
➢ Assessed a “build up” opportunity in Germany in the automotive sector and an “industrial” investment along a PE firm in 2018.

- Leading French supplier of metal cutting (laser; flaming...)
- 55 M€ / 400p / 12 sites & legal entities
Challenge: Organize a group of companies bought from bankruptcy and prepare a build up strategy

➢ Put in place a full set of group management procedures in all domains and functions
➢ Set specifications, developed and deployed a group ERP (Sage X3)
➢ Developed a strategic plan and started implementation:
➢ 1 Divestment, 1 purchase (asset deal) & 3 shut downs, 2 mergers, 6 LOIs
➢ Developed and implemented a partnership based purchasing strategy with key suppliers & obtained normative supplier credit (8 M €)
➢ Negotiated new financing in excess of 6 M€ allowing to start a machine replacement program (leasing) and the purchase of a real estate.
➢ Closed numerous pending litigations stemming from the bankruptcy /court process
➢ Implemented a cost reduction program yielding > 20% savings on corporate cost

- French co-leader in Magazine & Advertising printing
- 135 M€ / 1300 EMPLOYEES / 7 SITES & LEGAL ENTITIES
Challenge: Management of a “bankrupt” situation

• Placed the company under creditors protection after full assessment of options
• Managed the sale process after unions refused to negotiate terms & conditions of a continuat. plan
  ➢ 4 companies sold (3 in asset deals, 1 in bonis), 3 liquidated (1 industrial + 2 corp.)
  ➢ 43M€ group debt reduction; debt ratio to Ebitda (8 > 4); elim. of 10 M€ annual cash drain)

Independent Adviser
Due diligence for PEs (LBO), Lean Manufacturing, Strategic Purchasing

- Leader Automobile Equipment Supplier - 60 000 employees / 190 sites / 28 countries - € 12.7 B.
- Executive Committee Member 950 associates Purchasing / Quality spread on 25 Divisions Worldwide - €8 B. Budget / €5.5 B. free.
Challenge: Define; implement a global strategy / organization vs. local approach  €150 M / annual savings.

➢ Re-engineered the organization «world class / best practices» → Matrix organization
➢ Redeployed teams worldwide (10 % reduction). Strengthen EE, Mexico, Korea, China → LCC x 2 (37 %.)
➢ Decreased Sup. Panel (35 % reduction); Implemented «Breakthrough Quality Plan» → PPM from 400 to 50.
➢ Set 60 «Best Landed Cost» partnership contracts → Savings: 10 % to 20 % (program level).

- Seating Division - 2000 employees / 7 sites - US $ 550 M; Book of B. =US $ 900 M
Faurecia Seating NA - PRESIDENT US & Japanese JVs - Toronto based 2000 employees / 6 sites + Tech. - 3 JVs (Canadian, American & Japanese partners)

Challenges: Turn the «mechanisms» business around: US$ 70 M / (15 %) Ebit → US$ 250 M / 7 % Ebit.
Operate strategic move towards Complete Seats business → Tier 1 Vs Tier 2 US$ 900 M

• Led turn around (crisis) Industrial Restructuring: Lean & Quality (400p reduction) → break even in 6 months.
• Put “mechanisms” business on growth path → Contracts with JCI, VISTEON, BSC, TS Tech, NISSAN.
• Obtained the initial group Complete Seat contracts in NA →GM, FORD, CHRYSLER, BMW.
• Created a Tech Center for Seats → 350 employees in Detroit.
• Rebalanced NAFTA manufacturing footprint → 7 new sites (o/w 3 UAW) & 1 plant closure.
• Ran due diligences → DELPHI, VISTEON Seating. Set minority JV in Detroit. Bought out Japanese partner.
• Launched Sourcing from China (2002) → 3 partnerships US / Shanghai → 30 % Savings / budget.

Challenges: Extract synergies & Global OEMs approach →+ US$ 650 M / year of new business.
Integrate APAS & SOMMER ALLIBERT Teams → Mobility, Comp & Ben., Union Management…

- Mechanisms division - Worldwide Leader since 1995 - 22 % MS - € 250 M - 2000 employees
- W.W. D&D and Production Center - 1500 employees

Launch new products, key to international development → 44 % growth - €147 M / 54 % export.
Turn a French focused entity into a W.W. Center → European best in class Supplier Plant.
Improve industrial performance → +12 % productivity / y. Ebit x 2 (€ 18, 3 M€ in 1994).

INDUSTRIAL DIRECTOR - France, Spain, Canada

Reorganize in product lines → deploy lean manufacturing

MANUFACTURING ENGINEER → HEAD OF MANUFACTURING - 700 employees