Stephane L.

Mission: Find and validate initiatives to multiply the ALBEA Group EBIDTA in 3 years.

• List actual project portfolios, find new initiatives with top management and estimate financial impact in time.
• Analyse full project lists and prepare comprehensive SWOT analysis to enable top management to make sound decisions.
• Coach Cluster Managers to extract the full potential of the selected projects and prepare alternative scenarios.

Results: End-up with an exhaustive list of projects and clear implementation action plans.

Mission: Brown-field plant start-up, Post-acquisition development and cultural transformation of the production site.

• Lead complex transformation of the Russian site (legal, finance, compliance, people).
• Import, install, launch and manage a 8million€ investment of brand new equipment. Launch / manage product portfolio.
• Set-up of the management system and build 4 high-qualified teams to run 24/7 production cycle.

Results: Solved inherited issues and created a sustainable environment to thrive further business. Break-even reached in 12 months in Russian business environment and work culture.

Mission: Support international development of this small company in its international relations.

• Build strategic relationship with a major German technology supplier of cement equipment.
• Negotiate and finalise 2 first contracts for important projects in North Africa.

Small international company operating in Europe and North Africa in Electrical Engineering and Process Automation.
Preparation of the company for Business Selling
Advice ICER’s CEO for the best strategies to sell his business, negotiate with potential / final buyers, after sales care.

Results: Company sold to the satisfaction of both parties with a well managed after sales strategies.

Reporting to VP for Power Generation; 11 coal-fired plants, 2 nuclear plants, 13 hydro-plants; 5.200 employees.

Mission: Improve Maintenance and Investment Costs by Implementing a new Approach of Managing Asset Portfolios.

• Redesign Generation Division organization from plants to HQ level to manage the Assets as a portfolio, with a new set
of roles and responsibilities.
• Set-up adaptive maintenance, new supplier system and analytic accounting.
• Coaching / Mentoring of Managers to be able to conduct the business following the new methodology.

Results: Major organization and mentality change for 1.800 people (280 reduced) in a political environment.

Reporting to Sector President; Revenue of 800 million€ in 2004; 35 plants worldwide; 7.000 employees in 2005.

Project: Redesign of the sector overhead structure (project supported by McKinsey)
• Challenge different business options; design a coherent vision to maximize value for shareholders and customers.
• Re-align the organization to a new business model; propose new sizing and distribution of resources
• Finalise plan to leverage the competitive advantages of LCCs, enhance trading activities (non-capitalised business).

Results: 20% cost savings identified (40 million$), 5 initiatives at BU level defined. New Global Account and R&D Organisation defined; shared services contracted.

Reporting to the Division President; 130mUnits/y; Revenue of 20 million€; 24/7 production; Western + Eastern customers.

• Build Team (targeting / training / evaluation / sorting /compensation) =>160 people work under western best practices.
• Standardise Process (Production / HR / Supply Chain) => Continuous Improvement System ISO 9001/14001.
• Boost Commercial development with Sales Teams => homologation of key account customers.

Results: EBIDTA 3m€ reached in 3 years, staff consolidated, confidence of west & eastern customers built. Additional 12 million€ investment for new generation production lines approved by the Group.

Total Green-field plant: Investment of 17 million€, 12.000m2; 160 people re-qualified; 8 production lines started.

• Build Plant (project / layout / local contractors / incentives) => record time + budget / quality respected.
• Staff, sort over 200 people, create all HR tools and implement key processes.

Results: Plant + lines + staff in place and working within 9 months and within the targeted budget.

Reporting to the General Manager Europe; 180 direct reports; Dashboard foaming and end-assembly for VW, Škoda, Opel.

• Improve of production methods / implement Continuous Improvement Systems: Kaizen, Hoschin, 5S, SMED, etc…
• Implement Kanban system to provide the customers with JIT (1.200 cars/day).
• Select and train over 100 people to produce high quality visible interior parts of new vehicles.

Results: Productivity increased by 25%, scrap-rate reduced by 35%, new products successfully launched.

Reporting to the Plant Manager; Management of 30 people in 2 profit centres; Revenue of 10 million€. Very structured business environment.

• Manage 10 million€ budget, decrease cost by 13% in 2 years by technical improvements and better fuel usage.
• Remodel of labour framework in collaboration with unions, negotiations to adapt to the sales situation.
• Lead major maintenance, re-building and new investments projects.

Results: Plant cost structure moved to a more competitive level whilst maintaining good social relations.

Reporting to the Plant Manager; 350 kt/y; Critical phases of revamping and development; Investment of 50 million€.

• Coordination of investment teams and transfer of know-how => maintained our commitment to customers.
• Negotiations/establishment of customer specifications => clarification for production / claim-rate decreased.

Results: Investments resulted into higher quality of services and product deliveries.