Directeur d'usine pharmaceutique

• 01/23 – 07/23 Interim Management – Site Director – Galien LP+ - Nevers
• 09/22 – 10/22 Interim Management – Engineering & facilities Director -- Delpharm
• 04/22 – 06/22 Interim Management – Operation Director – Sebbin Paris
• 01/22 – 03/22 Consultance – Enhance current situation-engineering area (Recipharm)
• 09/21 – 12/21 Consultance – Enhance industrial capability (Biolog-ID)
• 05/20 – 09/20 Interim Management – Project Manager (Novartis – Paris area)
• 01/20 – 04/20 Interim Management – Interim Site Director (Martin Dow Pharmaceuticals – Meymac – 4 months)
• 11/19 – 12/19 Consultance – Increasing efficiency following a reorganization (SGS-Rouen – 2 months)
• 06/15 – 07/15 Consultance– expertise (LEK consulting) Support to design an “turnkey” offer of services(utilities/waste..) to pharmaceutical site.
• 07/14 – 05/15 Interim Management – consulting (Cis Bio International) Design week-end shift (feasibility, cost quotation & savings, detail study, risk analysis (SWOT))

LFB Biomedicaments

(Chef d'établissement, 600p)

• Plant Director & Representative Head of Lille, Loos, Carvin LFB sites Lille plan specialist in downstream production phases for purification of the intermediaire products (plasma-derived medicinal products) through to aseptic filling.
• Remediation plan achievement due to ANSM “injunction” letter.

Etablissement Français du Sang (E.F.S.)

• Organizational & technical reengineering.
• The labile blood products which are produced in 19 sites, controlled in 4 sites across French territory, should be updated with the pharmaceutical standards from the donor to the hospital with respect to current activities.

IPSEN Pharma Biotech S.A.S. - peptide Syringes & Vials OEB5

• Deployment of strategic plan (45M€ for the next three years) to address delays, cost issues & quality concerns.
• The focus was to redefine roles, responsabilities & processes in order to clarify the situation & expectations.

Catalent Pharma Solutions

Division Sterile technologies. parenteral Bags & prefilled Syringes.

• Direct line:(180 p) maintenance/supply-chain/ production/continuous
• Improvment teams. Turnover 50 M€ EBITDA 6 M€
• Improve level of efficiency , effectiveness & lead the day to day operations of the facility (+40% volume in 2 years).
• Success to the first FDA audit (PAI scheduled in Sept. 2011 delayed).

(industrial affairs headquarter)

Division pharma. core injectables/inhalation products. Insulin Pens, prefilled Syringes, Freeze Dry Vials, Powder Devices & Nasal Inhaler/Spray. 6 sites in 4 countries network of 6000 people.

• Provides project management support for single-site complex projects and multi-site strategic initiatives.
• Identifies risks & issues affecting program progress / success and facilitates solutions to ensure successful project implementation and goal achievement.

Prefilled Syringes, Freeze Dry Vials, Heparin & Fondaparinux purification units.

• Direct line :50 people, Annual Budget 6.5 M€ (OPEX).
• To finalise industrialisation development site to produce a new form Arixtra (Warehouse, packaging line, preparation workshop, fondaparinux purification plant (40 M€ (CAPEX) during 4 years)).
• Continuous improvement plan to decrease breakdown cost of 50% (base 2001). Modification and implementation project's way of working.

Powder Inhaler

• Green field project from basic design to ramp-up phase
• Construction in 15 months time of a dedicated factory including manufacturing, laboratories, logistics and storage,quality assurance and validation, operational maintenance (cost 80 M€, 10000 m2 net area, three level of building, automatic high rack warehouse over 3000 palette places, underground car park, production lines for the manufacture of 12 to 15 millions diskus, packaging lines for 35 millions diskus).
• In charge of production and logistic people (100 people) from January to December 01. Decrease cumulative lead-time 50% off.

• In 18 months, changed the software network used in Crawley and mainly organised the transfer from DATA3 to BPCS (part of Enterprise project).
• My responsibilities were to complete 6 steps of process review for process under area of responsibility (Education, understand requirements, process review, process development, institutionalise, implement). Users : 258 people.

E.H.S. coordinator

• Re-engineering of Terras 1 in order to implement a new organisation with the aim that the manufacturing team works close to the customer and be able to manage its production output, maintenance, quality control and product release.
• Cumulative lead-time 35% off.
• Global management: 120 people.

• Transfer the manufacturing equipment from the previous site to the new manufacturing facilities of Terras 2 with no impact on customer services.
• Commissioning and ramp-up of Terras 2 utilities. Direct line 15 people.
• Implementation of a new organisation relating to maintenance.

• In charge of the elaboration of the capital expenditure processes for both production and utilities for two plants.
• Management of projects from the requirements to its completion & implementation. 25 projects, which covered the following areas : Antibiotic dry syrup, sachet, liquid, tablet & capsule filling line.
• I worked as well on infrastructure and process projects.

Clutches division

• Set up budgets and follow-up in a manufacturing plant (130 M€/year).
• Responsible for industrial cost price calculation/stocks value quotation.
• Responsible for capital expenditure proposal process. Direct line : 5 people