Expatriate experience (Asia, Africa, Indian Ocean)
=> Development : LafargeHolcim Strategy Dpt, industrial projects
=> BU's management
=> Highly involved in the shipping and logistics operations
=> Construction sector (LafargeHolcim)
=> FMCG & food processing sectors
. developed the profitability, using the cost killing lever & participating management
. modernized the methods and optimized production costs
. put in place innovative and profitable marketing strategy.
Establishment of hydroelectric / industrial project in the Dem. Republic of Congo
Project kick-off, relations with authorities and financial institutions.
Project management: malting plant greenfield project in Ethiopia 2 x 80,000 t/yr
Successful negotiations with authorities for the location of the manufactory in a new Industr. Park, fiscal benefits for foreign investors: tax waiver on dividends, …
Hiring local & Xpat staff, new procedures implemented: cash follow up, …
Slashed subcontractors risks & costs by changing currency: US$ => Eth. Birr
Creation of company (France, Reunion)
2016 FLASH SAS : logistics optimization, projects in the Indian Ocean, Africa
2015 Company buy out (study / personal project) : business plans, financial set up
2014 Bolloré Logistics : 1,000 empl., 57 X - pats (Maputo, Mozambique)
2013 Castel (beer, FMCG) : 1,700 empl , 45 X - pats , sales $ 400M (Luanda , Angola)
2011-12 Cement import terminal, market analysis, capex € 15 M. (Istambul, Reunion)
Regional feed & food industries : 1.200 employees, sales = € 245 M., Nopat = € 10 M. improved results, 100 executives, bulk shipping & logistics (250 kta).
+ Animal feeding for breeders : 3 plants
+ Poultry channel : 2 incubators, 2 slaughterhouses, egg products
+ Milk & juices : Yoplait & Candia brands, mineral water.
Planning, budgeting, reorganisation : fertilizers, focus on FMCG, pet-food project development
Analysis of maritime bulk flows, discharging rate renegotiation : gain on freight rate = € 5 M. / year
Improved financial monitoring, HSE rules (ISO 22000) and methods (ISO 9001), bio energy project
Team management, coordination of branch management, recruitment, objectives setting, arbitration
Information & negotiations with the EU institutions : EU agricultural subsidies, RSA import regime.
Awarded of the French National Agricultural Order of Merit
Manufacturing and distribution of cement (1.2 Mt./yr), aggregates (1 Mt./yr), concrete (400 K.m3/yr) in Reunion, Mauritius, Madagascar & Mayotte. 400 employees, sales = € 120 M., 50 executives, increasing results
Planning, budgeting, financial management, reorganisation, divestitures (prefabrication), closing down of sites
Projects development : new sites (cement import terminal in Mayotte, Madagascar), safety and environment rules compliance on industrial sites, first ISO 14001 certification in Reunion
Analysis of maritime bulk flows, cost improvement by increasing ships size and better stock management
Team management, country Managers coordination, objectives setting, new bonus scale, internatal promotion
Managing political crisis in Madagascar (2001-03), evacuation plans for expatriates, asset protection
Cost reduction : recycling of glass bottles and wastes, better recovering of receivables
Negotiation with the national authorities : custom duties (Madagascar), official cement prices (Mauritius).
Elected Director of ADIR (Association pour le Développement Industriel de la Réunion)
Analysis with the corporate Strategic Department for cement import terminals and grinding stations projects,
International coverage : development studies in Europe (Albania), Africa (Congo, Guinea, Cameroon, Djibouti, Egypt, Sudan), Asia (Singapore, India, Bangladesh), America (Guyana, Haiti), and the Middle East (Israel, Jordan)
Design and implementation of cement import terminals : maritime (Sudan), by road (Israel), on river (Bangladesh).
Manufacture and distribution of cement (600 kt / year) and building materials in the Ivory Coast, Mali, Burkina Faso and Guinea. 200 employees, sales = € 45 M., 7 nationalities, increasing bottom line.
Reorganisation : divestiture, sites close down, better control of distribution and strong recovering policy
Absorption of CFA devaluation (Jan. 1994) : MLT debts financially restored (balance sheet), salary policy
New marketing strategy : communication policy, packaging, customer retention, sales from 320 to 600 kta
Improving maritime bulk imports (raw materials) : significative reduction of freight rate, railway export
Team management, objectives setting, promotion of high-potential African executives
Negotiation with the national authorities : state regulated price on 1st necessity products, customs dispute ended.
Bronze medal for Best Manager / Ministry of Industrial Development
Overseas subsidiaries operating controller, supply of raw materials : trading, shipping
Country Managing Directors yearly replacement : Gabon, Tahiti, Togo, commodity trading in Australia.
Post graduate diploma : Institut Superieur de Management International Management.
ESTI (Ecole Superieure des Technologies de l’Information), Paris
Graduate School of Information Technology (computer science), Marketing option.