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Enterasys Networks
- VP of Sales Northern&Southern Europe
BOULOGNE
2000 - 2001
In 2000, Cabletron Systems split-up into four independent companies. Became VP of Sales Northern and Southern Europe for Enterasys, which evolves from Cabletron’s Enterprise market. My territory was extended to Nordics, Baltics and Benelux, Middle East, Africa and South Africa. At the end of the fiscal year 2000/2001, the revenue had increased from $30 to $60 million.
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Enterasys Networks
- President EMEA
BOULOGNE
1998 - 2014
Responsibilities included: maintain and develop new territories across EMEA, through increased revenue and partner opportunities; build the corporate profile of Enterasys in the networking, security and software management arena; manage 110 people in 16 direct offices across Europe.
Main achievements: EMEA revenue reached 120 M$ in 2013, representing 35% of the worldwide revenue, with 28% profit before tax.
Personally contributed in closing important partnerships and several large deals.
Over the years, developed long-standing relationships with more than 150 partners and 130 large accounts across Europe.
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Cabletron Systems
- VP of Sales Southern Europe
1998 - 2000
Wholly responsible for Southern Europe, including France, Spain, Portugal and North Africa, I was recruited back to the organisation by Cabletron’s co-founder and employed as VP of Sales for Southern Europe in order to manage the merger with DEC and to give the region a fresh boost after many restructurings. For the fiscal year 1999/2000, the region sales revenue was $75 million, exceeding the forecast by 120%. Was responsible for four business units including Telco/ISP/ASP, Network Management, Professional Services and Enterprise. Managed 70 people including direct and indirect sales teams, marketing, pre-sales and post-sales, finance and administration
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Racal Datacom
- Managing Director
1994 - 1998
With annual revenue of 30 M€ in France, Racal Datacom wanted to become one of the key players in the telecom and security arenas. My first priority was to reorganise the company by building a motivated and highly educated team dedicated to sell a complete networking solution including LAN, WAN and security and by setting-up two main business units: the solution Systems Business Department, reselling high-end Cisco and Nortel products to large accounts and the “Racal’s Commodity Products Department” reselling low-end products to channels. Success in this position was measured on order intake, operating profit and return on average capital employed.
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Cabletron Systems
- Country Manager for France/Iberia and Benelux
1990 - 1994
Was appointed to set-up the French office. In order to establish Corporate identy and introduce Corporate strategy, developed a direct sales model as well as indirect channels and particularly OEM such as SUN, Intel, Olivetti. Focused on developing direct support to customers such as training, maintenance and audits. This part of the activity represented 18% of the sales revenue. After two years, I was managing a team of 40 people with a sales turnover of 10 M€, a gross margin of 43% and a profit before tax of 13%. Cabletron Systems France market shares had increased from 3 to 17%. After significant achievement in France, Cabletron Systems France became one of the most successful in Europe. Was promoted to take on new challenges with Spain and Benelux to achieve the same success. After seven months both Spain and Benelux were profitable and the overall sales revenue rose to 20 M€.
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ITEK Graphics
- France Deputy General Manager
1987 - 1990
Was recruited to assist the General Manager France, to expand Itek’s business whilst maintaining profit levels. Managed a team of 30 people. Achievements included defining new vertical markets, setting up a national distribution network. Increased gross margin and established a monthly report including a P/L statement, balance sheets and overhead expenditures. Was also responsible for controlling the annual marketing budget and monthly forecasts. After two years, Itek had increased its market share from 7 to 11%, its volume of sales from 3 M€ to 6 M€ with a profit of 1 M€ (16.6%).
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Mercure Informatique
- Branch Manager
1986 - 1987
Was recruited to set-up and manage the office in Paris. My main responsibilities included: ensuring a sales turnover progression of 50%, developing the sales force, defining the sales strategy, stimulate and controlling sales results. At the end of the first year, the objective was met by 200% with a significant increase of net profits. Mercure was known nationwide with an effective distribution channel.
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Olivetti
- Marketing Manager - Personal Computer Division
1983 - 1985
Responsible for: analysing the market needs and trends, adapting products to meet the needs of the French and international market, preparing the divisional budget, organising all aspects of international exhibitions and sales meetings, ensuring that effective training was provided to distributors and dealers, managing a team of four people, developing effective partnerships with software editors and press relations, promoting three different types of personal computers: M20, M21 and M24. Achieved the sales quota by 180% and increased the channel to 430 outlets.
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Olivetti
- Sales Executive
1979 - 1982
Responsible for demonstrating and selling mini and microcomputers using BASIC and COBOL. Sold bookkeeping, inventory control, payroll and other accounting applications software. Exceeded annual sales quota by 140%.
