Christophe

Redefined strategy to grow from Belgian only player to pan-European player
Started strategy implementation by:
• Raising 100M€ fresh capital to allow for international expansion
• Originating, negotiating, structuring & executing three cross-border acquisitions

Grew Bihr from French leader to European leader; doubling sales from 110M€ to 220M€ and quadrupling operating profit by:
• Setting up a new cross border organization structure
• Closing loss making entity in the Nordics
• Originating, negotiating and executing the acquisition of 4 companies in UK, Belgium and Germany
• Opening new offices in 6 countries
• Developing house branded products
• Integrating all businesses under one management and one IT system (SAP/S4 Hana & SAP Commerce)

Raised 60M€ capital from existing shareholders (Alcopa) and new investors to fuel the growth.
Originated, negotiated and executed the sale of Bihr to Arrowhead; creating the new world leader in the Powersports aftermarket sector.
Following the sale to Arrowhead became Global President of Arrowhead Powersport activities (900M$ sales).

Headed the financial function (funding, reporting, accounting, consolidation and controlling)
Initiated the simplification of the holding and group corporate structure
Followed up portfolio companies through Board of Directors memberships:
• Modis (car distribution - Belgium)
• Groupe Bernard (car distribution - France)
• Alcomotive (car import - Belgium)
• Bihr (Motorcycle parts & accessories - Belgium)
• Alcopa Auction (Car auctions - France)
• CBM (Parts for coaches and Buses - France)
• Group Thys (Interior Doors - Belgium)
• Orangemarine (Parts and accessories for boats - France)
• Solar Screen (Decorative and protection films - Luxembourg)

In charge of all M&A and new business development activities:
• Performed and prepared multiple buyer and vendor due dilligences
• Originated, negotiated, structured & executed several cross-border acquisitions and joint-ventures
• Led geographic expansion through new affiliates creation (incl. financial & strategic planning definition)
• Supported shareholders exit through deal negotiation and execution of the sale to Ymagis
• Followed-up and managed new businesses through Board of Directors membership
• Led the post-merger integration process of dcinex within Ymagis

Initiated and led dcinex re-organization:
• Organized the company in distinct business units, defining P&L accountability, optimizing internal processes and setting up KPI-based management incentives scheme
• Took on the marketing responsibility for the group

Member of the Private Equity, Corporate Development and Financial Institutions practices:
• Advised clients and led teams of consultants across Europe on growth strategies, due diligences and portfolio management
• Supported several post-merger integration processes
• Managed several processes optimization and cost reduction programs

In parallel to consulting work, appointed Recruiting Director of the Brussels office:
• Led recruiting team of the Brussels office
• Interviewed 300+ candidates and chaired the interview committee