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Philippe LANG

PARIS

En résumé

EXPERIENCED, INTERNATIONAL CEO IN B-to-B INDUSTRY

Results-oriented change leader with proven ability to deliver value in challenging environments
Good strategic vision and ability to align teams and organisations to that vision for execution
Inspiring leader who builds and develops capable and collaborative teams
Experience and motivation of working with Private Equity and LBO
Deep experience of managing through Financial Statements : P&L, Cash management (working capital, investment,..)

Management of multi-functional, international, multi-cultural teams
Turnover of activities in difficulties
Management of complex projects.

Entreprises

  • Conductix-Wampfler - CEO

    2012 - maintenant - Alignment of the team on strategy towards profitable growth following an uncompleted merger and the presence of a Private Equity fund
    - Focus on execution towards :
    selected markets,
    launch of new products and solutions,
    industrial & supply chain excellence
    adjustment of process & systems
    - Optimization of the cash management

  • Urolead - Member of the Governance Board

    2011 - 2013 Urolead is a Biotech startup

    Definition of the strategy
    Definition of financing
    Validation of operating processes

  • KUHN - Chief Operating Officer

    Saverne 2007 - 2011 Management of the Supply Chain and Spare Parts Business Unit:
    Deployment of the Contingency Plan in 2008/2010 :
    Leadership on the strategic project « Momentum Kuhn » to accelerate growth of Sales

  • Faurecia - Purchasing VP

    2006 - 2007 Product Group Structures & Mechanisms - Nanterre, France (Purchasing Budget 700M€ in Europe & China)

    - Deployment of an aggressive sourcing/re-sourcing policy in Low Cost countries, respecting QCD targets.
    - Implementation of resources consistent with the supplier panel.

  • Faurecia - Programs VP

    2004 - 2006 Business Group Components - Nanterre, France (Sales > 2.500M€ – 34 industrial sites)

    - Deployment of a high performing organization.
    - Improvement of the Customer satisfaction and the profitability of the orderbook (Sales> 4500M€) through a proactive and efficient management of risks and opportunities

  • Faurecia - Operations Director

    2002 - 2004 Renault-Nissan-Matra Division – Seating Business Group - Etampes, France (Sales > 800M€ in 2002 – Headcount > 1700)

  • Valeo - Division Managing Director

    Paris 2000 - 2002 Spain Climate Control Division – Barcelona, Spain (Sales > 150M€ – Headcount > 800 end of 2000)

  • Valeo - Program Director

    Paris 1998 - 2000

  • Valeo - International Development Director

    Paris 1995 - 1998 - Definition of the strategy for selected areas in Asia, South Africa, India...
    - Identification, negotiation and implementation with local partners

  • Valeo - Project Manager

    Paris 1993 - 1995

  • Eli Lilly - Production Department Head

    neuilly sur seine 1992 - 1993

  • Eli Lilly - Purchasing Department Head

    neuilly sur seine 1991 - 1992

  • Arthur Andersen & Cie - Senior Consultant - Supply Chain & Management Control

    St. Charles 1987 - 1990

  • Bartnik Consultants - Partner

    1986 - 1987

Formations

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