-
International SOS
Levallois-Perret
maintenant
-
International SOS
- Group Director - Products & Marketing
Levallois-Perret
2015 - maintenant
Membre du Comité Exécutif du Groupe. En charge de la stratégie et du suivie opérationnel de toutes les activités liées aux produits et services vendus, ainsi que les activités marketing du Groupe International SOS.
-
International SOS
- Group General Manager - Products
Levallois-Perret
2013 - 2015
In charge of the overall product management and strategy of the Group.
-
International SOS
- General Manager - Sales & Marketing, CEMA (Paris, France
Levallois-Perret
2009 - 2013
In charge of the Business Developement, Sales and Marketing function (turnover 140 Million USD) throughout Continenl Europe, Maghreb and North-West Africa.
-
International SOS
- General Manager, Assistance Services, Europe (Prague, Czech Republic)
Levallois-Perret
2006 - 2009
Management of assistance services delivery throughout Europe and the Middle East (Turnover of around 200 Million USD) supported by a team of 20 in Prague and over 350 in other countries.
From Feb 2008, took over the direct General Management of the Prague subsidiary (Turnover of about 6.1 Million USD, 80 people) with a focus on profitability and working capital improvements.
Successfully sold a business line, with a profit, seen as not strategic and not profitable enough.
Objectives exceeded after 6 months by having the company profitable and being ranked in the "elite club" of the Group with regards to working capital indicators.
Successfully demobilized a department due to new strategic directions.Successfully sold a business line, with a profit, seen as not strategic and not profitable enough.
-
International SOS
- General Manager - Online Division (Philadelphia, USA)
Levallois-Perret
2004 - 2006
Worldwide management of the "online'" company of the International SOS Group. Turnover of over 12 Million USD. Grew turnover by 60% and doubled profitability each year. Developed the
non US business at a rapid pace, doubling the Gross Margin each year.
-
International SOS - Singapore
- Deputy General Manager – BPI
2001 - 2004
Direct reporting to the Group Executive Committee.
In Charge of worldwide business projects aimed at improving the integration (EAI) of the Group’s
systems and processes. Led a team of project managers and ensured the coordination with the
Corporate IT department.
-
International SOS - Singapore
- System & Organisation Senior Manager
1998 - 2001
Reporting to the Group Head of Sales and Marketing. Ownership and Management of a project
aimed at creating and implementing a world-wide CRM solution, inclusive of the creation and
management of a consolidated client database and links to accounting and finance. Successful
implementation and tangible ROIs. Impact on over 1,500 users in 30 countries. Echoed in the press,
participated in various ERM-related conferences. Won multiple awards from the industry.
Project manager of 2 other major Group’s project.
-
International SOS - Jakarta, Indonesia
- Business Advisor - Special projects
1996 - 1998
Reporting to the Managing Director. In charge of redefining, documenting and improving
organisational, financial and operational processes. Implemented a business and management
software and organised its link to accounting records, then seen as a model for the Group.
-
DELOITTE & TOUCHE THOMATSU INTERNATIONAL - Paris, France
- Junior Consultant
1996 - 1996
Participated in several consulting missions. Analysis of the functioning of firms to improve their
financial and operational performance.
-
International SOS - Singapore
- Marketing Executive
1995 - 1995
Reporting to the Sales and Marketing Manager. In charge of a marketing campaign aimed at
developing the client portfolio. Defined prospecting strategies (guidelines, targets, etc…) and
marketing campaign follow-up. Successfully sold services and increased market awareness.
-
Junior Auditor at Renault [ Edit ] Privately Held ; 10,001 or more employees ; Automotive industry
- Junior Consultant
1993 - 1994
Participated in missions in France, Great Britain, Italy, Portugal and Spain. Made recommendations
to improve the internal control in the visited divisions. Worked in industrial, financial and
commercial branches.
