Leader de transformation, expert en stratégies innovation, organisation, amélioration et exécution.

Expert in Operational excellence, industrial strategies, and Innovation

Pharmaceutical Industry – 450M$, reporting to CEO.

Key challenges

• Build, develop and drive critical programs to support company strategy (2022 -2027).

Responsibilities and achievements:

• Designed and built 5-years program roadmap to deliver +10 pts of margin improvement.
• Created structure to focus on top priorities such as supplier strategy, manufacturing cost optimization, portfolio harmonization working with Markets and Business Leads, developing standards, and aligning business. Already delivered 5 M$ savings.
• Monthly communication to Executive Board based on balanced scorecard approach.

From procurement to logistics (60 countries) - 260 m$ cost management, 1400 people) – Member of ExCom reporting to CEO.

Key challenges:

• Establish standalone business as part of Taisho group after separation with Bristol Myers Squibb.
• Develop and lead operational strategic program to support long-term company strategy.
• Accelerate operational excellence in a declining environment.

Responsibilities and achievements:

• As part of the divesture of the company, was part of the core team in charge of preparing and presenting the company to potential buyers (5 management presentation performed) driving to the buy by Taisho Company.
• Achieved the transition / transformation program in collaboration with HQ, covering all functions, processes, and tools (including IT systems) and implemented new business model in 7 countries (mix model between legal entities and distributor model). Executed successfully the 2 years program despite multiple challenges without compromising the day-to-day activities.
• Designed and managed 3-years strategic program covering 8 streams including new product development, cost optimization program, capacity optimization and CMO/CDMO strategy. Organized the program in multi generation plan with clear roles and responsibilities and strong rigor and execution (Program management office).
• Led successfully operations generating more than 3 M$ savings in 2020 based on execution of critical projects such as sourcing program (+1 M$ Price reduction) in a Covid environment while delivering new products to market without disruption or back orders.

Site director in charge of Production and Distribution – (1400 people) – member of Global product and Supply organization

Key Challenges:

• Relaunch sites after long period of shut down including team engagement.
• Conceive operational excellence including Quality, Safety culture and introduce Business contingency planning approach.
• Contribute to business growth of major BMS products while global production capacity was limited.

Responsibilities and achievements:

• Completely turned around the site in 12 months moving from 75% customer services to 99,9%, reduce back orders from 14 M$ to less than 100k$ - producing more than 400 million of units (TOP3 record of the site) leveraging lean approach, capacity usage optimization and renewing leadership team (Leadership team by replacing 50% of directors and developing new talents)
• Increased survey index by 5pts+ through vision, clear objectives, direct and regular communication.
• Initiated robust business contingency program by identifying the top 3 activities and associated solutions and executed through regular operating mechanisms and rigorous PMO approach.
• Successfully delivered global strategic program to increase manufacturing capacity worldwide by 15% by connecting key players from suppliers to final packaging sites and markets and create robust roadmap with risk mitigation plan.

Site director in charge of Production, supply chain and sourcing – (250 people) – member of execution committee reporting to Business GM

Key Challenges:

• Establish long term strategy for the site as part of business transformation.
• Drive operational excellence from performance to culture.

Responsibilities and achievements:

• Drove turnaround around on time delivery (from 47% to 90%), Margin improvement (from leakage to saving +600k€) and Quality by reorganizing the team, implementing new processes / KPI and leading culture change including Lean and Safety (recognized as one of the safest places).
• Expanded to new connections to align supply chain to business needs, develop long term vision and established business roadmap including investment, simplification of organization and make or buy strategy. 10 years after, the site still performing in a complex environment including Operational Excellence program.

Severe service Valves – VP global Project management (120 project leaders, 750M$ revenues), Operating planning, Manufacturing, Quality and Lean.

Key Challenges:

• Align Business and define global processes for 10 sites around the world. Lead operational excellence program including Lead time and stock reduction and S&OP process implementation.
• Increase manufacturing capacities and capabilities to absorb growth while improving margin.

Responsibilities and achievements:

• Managed the operation footprint plan, co-leading the creation of 2 new sites in Czech Republic and India while driving product transfers contributing to 5.7 M$ savings in 2010.
• Built Program Management culture around Customer focus by realigning organization, defining roles and responsibilities, and sharing vision for centers of excellence.
• Supervised all company-wide lean manufacturing (10 sites) modeling global capacity to leverage LCC and optimize usage.

(Aircraft engines and Healthcare) covering engineering, processes, and operations