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Oilver Wyman
maintenant
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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
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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
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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
