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Bruno ROQUEPLO

PARIS

En résumé

Bruno exerce, en France comme à l'international, dans les secteurs de la distribution (B to C comme B to B), des services, de l'industrie et des marques de grande consommation, où il a une expérience tant opérationnelle que financière.

En accompagnement des fonds d'investissement ou dans les groupes familiaux, il intervient dans des situations de retournement ou de développement, impliquant des réorganisations, de la croissance interne ou des acquisitions.

Il a des résultats avérés dans la #transformation et le #changement des entreprises qu'il a dirigées, dans des missions permanentes ou de #management de transition. Capable d'identifier rapidement les priorités stratégiques de l'entreprise, de tirer utilement partie des capacités de ses équipes, de les conduire dans la mise en œuvre des plans d'actions conduisant à une croissance durable et profitable.

Principales missions:

DG Intérim ou permanent
Développement ou redressement opérationnel et financier d’entreprises traversant une crise ou en situation de croissance forte
#Management de mutations structurelles (fusion, cession, acquisitions)
Reconstruction et coaching de l’équipe de #management
Entreprises filiales de Groupes, indépendantes ou appartenant à des fonds.

Entreprises

  • BCR Management de transition - DG interim

    2013 - maintenant DG interim pour des entreprises en situation de retournement avec pour principales missions: mise en place d’un plan, développement des ventes notamment via le digital, réorganisation industrielle avec optimisation des sites, mise en place du lean, optimisation des achats et de la supply chain, mise en place du reporting et de kpis adaptés, management du cash, recherche de financements.

  • ALGECO - PDG

    che de balme 2007 - 2013

  • SUNTEC Industries I BCR Management - DG

    2006 - 2007 $110 million sales, 3 manufacturing sites, 2 subsidiaries, world leader in fuel pumps.

    In association with Fontenay Managers, for a French private equity firm, mission of interim management, which included:

    - Implementation of new marketing and sales activities, development of new products
    - Transfer of industrial activities in Europe and Asia
    - Recruitment of new executives, implementation of cash management

  • European Food Group I BCR Management - DG/CRO

    2005 - 2006 $250 million sales, 8 subsidiaries, 5 warehouses, 3 sales forces, B to B distribution company, affiliated to the Carrefour Group, specialised in trading and logistics of food brands in specific networks like gas stations, off trade outlets, airports, hotel/restaurant chains.

    In association with X-PM Transition Partners, for a French private equity firm, mission of interim management, which included:

    - Refocusing the company actions on strategic issues
    - Rejuvenation of marketing and sales activities
    - Implementation of operational synergies, standardisation of pricing practices
    - Creation of a financial reporting, integration of IT and supply chain systems

  • Shurgard Europe - DG

    Dilbeek 2002 - 2005 $200 million sales, 60000 clients, 7 countries, 150 self-storage sites

    Development of a new service concept in Europe, owned by private equity investors:

    - Opened 2 new countries and extended stores network in existing countries
    - Implemented a new marketing and sales approach to enhance stores performance
    - Managed new debt/equity funding and implementation of new financial covenants

    Marc Daemen
    DRH EMEA Shurgard, currently Emde Systems - Owner

    I had the opportunity to work with Bruno as my "boss". I will always remember Bruno as a very smart, intelligent, driven and very dynamic personality with an endless power. His insights in the business was enormous. Thanks for the experience!

  • Castorama - DG

    Templemars 2001 - 2002 $3.2 billion sales, 16000 workforce, 110 stores, 8 distribution centres

    Mission related to the elaboration of a modernisation plan, in association with OC&C, which entailed:

    - Reformulating the company vision, missions, values and strategies around a new customer approach
    - Modernising stores and implementing a new store concept
    - Optimizing non-store related expenses and launching category management

  • CARREFOUR Turquie - DG

    Massy 2000 - 2001 $1 billion sales, 6000 workforce, 50 stores, 10 shopping malls, 3 warehouses

    Supervision of a large expansion program in an emerging country:

    - Improved a $1.5 billion real estate acquisition plan
    - Upgraded human resources systems and policies
    - Finalised the merger with the local Promodes subsidiary

  • Toys R Us - Senior Vice President

    Saint-Fargeau-Ponthierry 1997 - 2000 In charge of Finances and International Franchisees then Managing Director for Toys R Us Canada

    Contributed to the implementation of a turnaround plan, which included:

    - Strategic repositioning of the French and German subsidiaries
    - Merger of the Asian subsidiaries and joint ventures
    - Development of an IPO in Japan
    - Worldwide implementation of a new supply chain process and IT system

  • PERNOD RICARD - DG

    PARIS 1983 - 1996 CEO Campbell Distillers (main brands: Aberlour, Clan Campbell)
    CEO Pernod (main brands: Pastis 51, Suze, Pernod)
    Deputy Managing Director Orlando Wyndham (main brands: Jacob's Creek, Wyndham Estate)
    CFO Pernod
    CFO Cusenier,
    Group Financial Controller

Formations

  • MINES I ENSPM I DESCF I MBA (University Of Houston)

    University Of Houston 1984 - maintenant EM Lyon I Certificat Transformation Digitale
    Université de Paris Dauphine I Certificat Manager de transition I IFMT

    MBA University of Houston, FinancesIMarketing
    Ecole Nationale Supérieure du Pétrole et des moteurs I Msc, Economie Pétrolière
    Ecole Nationale Supérieure des Mines de Nancy I Msc, Gestion de projets
    Académie de Paris I DESCF, Comptabilité, Juridique et Finances

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