Mission: Build and scale up operations "from a blank page" for a start-up in C series funding - ExCom member, multisite management (France, Netherland, USA) - Optimisation of pilot site (productivity x6 in 2 years), closure of ducth site, start-up of US site - Implement Supply Chain structure and processes to serve animal feed, plant care and human food markets - Construction and start up of scale up site (Amiens, capex 380m€, 100000t, 120 FTE's)

Organic Roots

Strategic advisor and operational management

Jan 2019 - Déc 2020

(M&A, due diligence, integration, growth, turnaround)

Wessanen

Chief Operations Officer

Jan 2014 - Déc 2018

Turnover 650M€ - Ebite 8,5% - Organic food specialist in Europe - 6 Op Co's - 1200 employees 2 routes to markets - 26 categories - 8 factories - 250 suppliers - cost of op's 480m€ - capex 12m€
Mission: Optimize European operations to support double digit growth on multiple categories in a context of heavy dependence on co-manufacturing
- Member of European Leadership Team - M&A: design due diligence and lead operational integration of 5 acquisitions - Implement European S&OP process: customer service 98%; waste -50%; stocks -15% - Design and lead implementation of cost reduction program (mass margin +22M€ over 3 years) - Optimize categories supply chains through make or buy strategy and network redesign:
o restructure/outsource German operations to gain 10% GM on breakfast cereals and bars o insource Dairy Alternative, Tea and Coffee productions - Steer European sourcing organization towards supplier partnership development - Define and implement multi-year sourcing strategies for key organic raw materials

Savencia Gourmet

Industrial Director

Jan 2012 - Jan 2014

Turnover 500M€ - Ebite 5% - 3 activities (chocolate, meat and fish specialties) - 3 routes to market (Retailers, BtoB, shops) - 12 subsidiaries - 2500 employees
Mission: Corporate strategic operations function - 14 factories/warehouses - capex 30m€ Optimize operations competitiveness (factories, supply chain, procurement)
- Board member in charge of operational strategy, approver of subsidiaries budgets, capex and 3 year plans - Design and introduction of LEAN program (capex -30%, processing costs -10%) - Construction of factories in France and overseas (Vietnam, Ecuador)

Cadbury Europe

Head of Manufacturing

Jan 2001 - Jan 2012

Mission: Lead and optimize 6 factories (chocolate, candy, gum, biscuits) within European network 1000 employees - 75000t - Total Cost of Goods 200m€ - 1000 sku's - Capex 9m€
France: optimization of 5 mature and very different sites - French Industrial Relations: Wages negotiations, Works Council - Margin improvement (costs -3.5% yoy): Direct & Indirect, waste reduction, Non Production Spends - Sustainability: Behavioral Safety (0 accident), Energy reduction programs (-5% in 2 years)
Romania: integration of a recently acquired private equity business (40M€ - 450 Fte's - 15000t) - Manage Romanian operations into a new culture and increased operational standards (compliance) - Restructure supply chain to reach 40% gross margin on confectionary products - Develop intercompany activity between Romania and Poland (10% of total site volume)

Poulain

Factory director

Jan 2001 - Déc 2007

Mission: Transform a local chocolate factory into a European manufacturing center of excellence - Development of European intercompany volumes (from 4000 to 15000t: 40% of total activity) - Cost reduction agenda: Productivity +45% in 5 years (automation and new organization) - Implementation of autonomous teams and LEAN tools (5S, 0 waste, kpi's)

Amann Group

Operations director

Jan 2000 - Jan 2001

technical yarns for various industries - 40m€ - 250 employees
Mission: Optimize factory, warehouse & distribution - Implement automotive industry customer requirements (continuous improvement, quality tools, stocks)

Chargeurs Wool

Jan 1990 - Déc 1999

Société Amédée Production

General Manager

Jan 1998 - Déc 1999

192 employees - Turnover 20m€ - 30000t Mission: Lead and manage a toll processing company during wool commodity crisis - Management of P&L, key account commercial strategy and industrial activity - Restructure (-30%) and lead closure of the company in a difficult IR environment

RWC

Manufacturing manager

Jan 1995 - Jan 1998

250 employees - Turnover AUD 40m - 20000t Mission: Optimize an "old" manufacturing unit next to a "greenfield" site - Processing costs -12%; Implement new flexible organization to support cyclical wool market

CGH Wool Combers

Production manager

Jan 1990 - Jan 1995

200 fte's - Turnover ZAR 20m - 10000t Mission: Optimize production and quality performance in a hierarchical culture - ISO 9002 certification; +15% productivity through introduction of new technology

Air Calédonie

computer engineer

Jan 1989 - Jan 1990

Durand Glass

SMED project manager

Jan 1988 - Aujourd'hui

- Member of Club 41 Français : Organisation of « Les Ballons de l'Espoir » - Regular practice of running (Paris and Cheverny marathon - finisher)

Santiago de Compostella

Juil 2018 - Déc 2026

Formation

1988 ICAM, Lille - Ingénieur Arts et Métiers

Langues

Anglais : Courant

Allemand : Connaissances de base

Chief Operations Officer

Note Globale

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