En résumé

Pas de description


  • Oilver Wyman

  • Lafarge France - Pricing manager / Commercial performance (France)

    PARIS 16 2014 - maintenant - Price and marketshare forecasting in collaboration with sales team, including identification of risks and opportunities
    - Analysis of customer volumes & price evolution and recommendations to Sales leading team
    - Project leader on the new pricing policy definition: objectives definition, pricing scheme design per channel, impacts evaluation, implementation in information systems, sales team training
    - Support to yearly negotiation process and business development opportunities
    - Rebates contract management
    Management of 3 persons team
    Member of Lafarge-Holcim pricing academy
  • Lafarge Corporate - Corporate Internal Audit manager

    Paris 2011 - 2014 Operational audit missions across Lafarge BUs (eg. Brazil, Russia, Algeria, Zambia, US, Canada, ...)

    3 weeks missions from identification of risks to communication of areas of improvement to Country leading teams
    Examples of topics covered: sales administration, sales performance, marketing, stock management, suppy chain, purchasing, HR, ...
    Management of teams between 2 and 4 auditors
  • Oliver Wyman - Associate - Strategy & Management Consulting

    Paris 2006 - 2011 For a French Leader in Retail (France, Russia, Italy and Spain)
    • Optimization of Purchasing costs of Maintenance in France: analysis of costs, identification of qualitative and quantitative levers, mapping of potential suppliers, launch of quotations
    • Management of a team of 4 consultants team working on the stream in Italy, Spain and Russia

    For a leading European lottery Group (18 months)
    • Definition of corporate strategy on digital market, analysis of assets, risks and growth factors
    • Preparation of business plan and alignment with corporate P&L
    • Preparation, design and launch of a transformation program across the company, supported by top management
    • In charge of redesign commercial effectiveness through the design of a segmentation, preparation of negotiations with distributors, implementation of commercial tools

    For a national leader in goods manufacturing, for the CFO (10 months)
    Participated in the reorganization of support functions
    • In charge of the implementation of a transversal organization for Finance & Accounting service
    • Definition of management rules post-reorganization

    For OEMs (automotive industry) (several 3 months cases)
    • In UK, defintion of a short-term purchasing strategy for two families of a Tier 1: identification of savings, analysis of competitors, selection of solutions adapted to short-term requirements
    • Analysis of engineering outsourcing practices and identification of opportunities for OEMs
    • Benchmark of R&D policies of OEMs and design of a model to measure R&D performance
    • Analysis of client perception & needs about fuel economy for the marketing & strategy division of a truck manufacturer