Frédéric

Responsibilities:
- Start operations at a new site in one month: integration of the Chinese partner’s production, transfer of a part of the production from France to China (the French site focusing on new products and the European market)
- Increase capacity and set up organisation to achieve a level of quality, performance and safety close to that of the site in France
- Reduce customer complaints and improve the quality of sheet metal suppliers (compared to the existing situation: subcontracted production to a partner)
- Obtain ISO 9001 certification

Actions:
- Organise and manage the workshop and storage areas (1,500 m2): implementation, flows, procedures, traceability, deployment of the ERP group, improvement of supply chain
- Adapt group procedures to the local context (legislation, skills, clients)
- Implement the Quality Management System, preparation for ISO9001
- Recruit, train, coach staff to support growth of the business
- Set up of continuous improvement spirit and project management
- Technical and quality support to key suppliers (metal frames, PCs, screens)

Achievements:
+ Start-up of operations on time, then launch 6 product families within weeks; all goals and commitments delivered
+ ISO9001 Certification passed
+ Health & Safety: 0 accidents after 16 months of operation
+ Quality: customer claims reduced by 50% and suppliers’ quality levels increased from 80% to 95% compared to their previous performance
+ Set up an effective organisation from the first year, managing at the right pace of development not to demobilize but to integrate and obtain the commitment of all the teams (100% Chinese staff, very volatile in China)
+ Staff turnover: 0 resignation for professional reasons
+ Set up very compact and optimized workshops (product and operator flows, component storage
line-to-line, procedures) according to principles of Lean Management, 5S
+ ACRELEC China site considered a benchmark site by the Group's General Management and customers

WALOR, French group – Euro 220 million, 1400 people
Forged and machined parts for automotive

GENERAL MANAGER Subsidiary China– Revenue EUR 4,5 M, 30 pax. Suzhou, CHINA
Goals, Responsibilities:
- Double the size of the company within 5 years, propose strategy to the Board
- Develop the activity and improve the overall performance with business acquisition, launch of new projects, process and purchasing productivity, local competences enhancement, …

Responsibilities:
- Support business development, and identify improvement/corrective opportunities

Actions:
- Financial audit and budget preparation
- Support start-up of assembly operations in China (set up workshop, audit and certification)
- Team recruitment

Achievements:
+ Recommendations to simplify financial and logistical flows between group and subsidiary
+ Recovery of bad debt (Euro 2 million), and proposals to improve cash flow
+ Improve after-sales follow-up
+ Support for set up of partnership agreements (lawyer, doctors, opinion leaders)

Responsibilities:
- Turnaround the company back to profitability, which was in loss (loss = 11% of turnover) and increase revenues (which were down -10%)

Actions taken:
- Development and presentation to CEO of new business plan, budget and implementation plan
- Set up new system of operations to increase efficiency of the organisation, to increase revenue and profitability in the short term:
. high delegation of responsibilities and interaction engendering a participatory mindset
. clear objectives on all projects and continuous improvement
- Cost control: implementation of new purchasing strategy, savings plan
- IS013485 certification (necessary to offer new services with higher value added)
- Implementation of plan to improve technical expertise, product development with new materials, and improve productivity of both product and processes
- Development of a new business strategy, improvement of customer relationships, optimizing trade show participation and increasing number of deals generated
- Setting up new management dashboards by department and across the organisation

Achievements:
+ Profitability: up 9% of revenue (vs. losses in 2015)
+ Revenue: up 15% (highest since subsidiary's inception in 2006).
+ Sales: Q1 2017 sales up 30% compared to Q1 2016
+ Reduce the number of customer complaints to just 5 for the year (for 250 active customers)
+ Customer satisfaction rate: 88% compared to 70% for our top competitor
+ Success on 10 customer audits (no major issues) / audits certifications ISO9001 and ISO13485
+ Strengthen revenue with major accounts, including foreign groups (reconquest, loyalty, acquisition)
+ Improve technical expertise of the organisation and work environment (product design, moulds, machine settings, etc.)
+ Widen managers’ scope of work through delegation of responsibilities and accountability for results, which led to a higher commitment from each employee to face the challenge of turning around the company and adopting a new way of working
+ Secure raw material by setting up supplier warehouses in China mainland
 

- Commercial development of the Russian market
- Set up a local sales team (3 pax.) Revenue: EUR 120 million
- Support French and German teams to prepare offers, with a strong emphasis on cost-cutting (product design, opex, capex, partnerships with Russian companies)

Key Results:
+ Acquisition of targeted markets for Renault and GM
+ Strengthening group's reputation in Russia
+ Recovering bad debt (equivalent to Euros 2 million when I arrived)

Definition and implementation of Marketing Plan, guidelines for new product development, eco-design

(later took new function following acquisition by Johnson Controls, refer to above position)