Jean GASNOT

En résumé

Entreprises

• JCB FRANCE - Managing Director

  Sarcelles 2014 - 2014 2 Companies/3 Business Units/ 10 Services Outlets/ 100 people.
  Total revenue: 70 M EUR (Products: 55 M EUR , Parts and Services: 15 M EUR ).
  .
  Definition and implementation of the business turnaround plan:
  * Identifying sustainable paths to growth and set up. ;
  * Reshaping and downsizing of the organisation, executive committee sourcing. ;
  * Change Management (from a Manufacturer to a Dealer mind-set). ;
  * Re launch of Products and Services business. ;
  * Cost controlling and reporting to the Shareholders.
  Achievements:
  * 2014 Revenue equal to the year before.
  * + 33% Margin increase.
  * (15%) Overheads costs. ;

• JCB FRANCE - Parts and Attachments Manager

  Sarcelles 2013 - 2013 Revenue: 10 M EUR / 30 Dealers (20 Agriculture Dealers/ 10 Construction Dealers).
  Achievements:
  * +13% Revenue Growth,
  * +20% Margin. ;

• JADE - Co Founder Project Manager

  2006 - 2012 Launching of the company:
  * Dedicated to Industrial Engineering and consulting specialized in global operations of sales, industrial projects, transfers of industrial assets and site dismantling. ;
  * Addressing Food Industry, Automotive, Pharma. ;

• SMOBY TOYS - Managing Director Sales and Supply

  2004 - 2005 SMOBY TOYS - Revenue 150 M EUR - 850 people
  
  - 100 people - 7 subsidiaries.
  
  Define and implement the new sales strategy
  * Set up of P/L per country/client, budgetary process implementation. ;
  * Differentiation of commercial conditions by distribution channels and strategic clients. ;
  * Rationalization of the offer, Sky's reduction. ;
  * Taking account of the supply chain in the scope of negotiation. ;
  * Taking account of the cash issue in the scope of negotiation. ;

• Mondelēz International - Sales Director

  CLAMART 1999 - 2003 Sales teams merging to become one of the top five suppliers for the retail distribution in France.
  • LU/HEUDEBERT (2001) - LU/VANDAMME (2000) - BELIN/LU (1997).
  • Revenue increase: + 7% / year (2000-2002).
  • Overheads costs reduction by 30% (2002 vs 1999).
  
  Business Development:
  • Redeployment of sales resources: Category Managers for Hypermarket, Salesmen for Supermarket.
  • Sales pressure increased by 50%: + 30000 outlet visits.
  • Revenue increase due to sales pressure by 30 M€ per year (2000-2002).
  • New channel distribution: Hard Discount for 15 M€ on going.
  

• Mondelēz International - Area Manager

  CLAMART 1997 - 1998

• Danone - Area Manager

  Paris 1995 - 1996 * Business Unit implementation and sales team redeployment. ;

• BLEDINA, GROUPE DANONE - Trade Marketing Manager

  LIMONEST 1993 - 1994 Business Development/Innovation Products – Markets:
  • Revenue Increase: +70% - Profitability: +2 points (1990-1994).
  • Launching of new product lines: Fresh Range Baby Food, Economic Range Baby Food.
  • Define and implement sales policies.
  • Negotiation with national key account distributors.
  

• BLEDINA, GROUPE DANONE - National Key Account Manager

  LIMONEST 1990 - 1993

• Colgate Palmolive - Salesman

  Bois-Colombes 1987 - 1989

• Colgate Palmolive - Auditor

  Bois-Colombes 1985 - 1986

Formations

• HEC

  Jouy En Josas 2004 - 2005

• Babson College (Boston)

  Boston 2004 - 2004

• Institut D'Etudes Politiques Sciences Po Paris

  Paris 1981 - 1984

Réseau

• Anne JOUBERT

• Antoine COIRIER

• Bernard PECH

• Bertrand GUILLOT

• Damien BOUFFANDEAU

• Gilles BOSSIS

• Hervé GOURTAY

• Marc SAUNDER

• Marie AUGEREAU-MOREUX

• Pascal GRANDMOUGIN