Vincent GRESLEBIN

En résumé

Entreprises

• Fifthplay - COO

  2013 - maintenant In charge of all operations within Fifthplay. Responsible for R&D (SW & HW development), Supply Chain & logistics, Purchasing, Customer support & after sales services and financial administration. Heading a team of 25 people.
  Fifthplay provides internet-based solutions that enrich smart homes, buildings and cities with services for energy, care and comfort (www.fifthplay.com).

• 3E - Head of operations & development

  2012 - 2013 Responsible for the operations and product development of the business unit "Products".
  Heading a team of 15 people. Responsible for the product management, software development, customer support services department, the IT infrastructure and the technical support with 24/7 operations (Saas).
  These software-based services are delivered to renewable energy stakeholders willing to optimize the performance of their renewable energy production units’ portfolio.

• 3E - Product manager

  2010 - 2012 Responsible for entire 3E's software-based product line (SynaptiQ) aiming at reducing cost, maximizing production and electricity value during operational phase of renewable energy installations (Wind farms, PV parks).
  Responsible for strategic and long-term product road map, market requirements and priorities management, quantification and qualification of feature value and cost aspects (Budget, P&L impacts), functional analysis management, development team planning management, contributor to agile process, responsable for interfacing with R&D department to transfer market requirements into R&D and integrate R&D outputs into product.

• 3E - Team manager

  2008 - 2010 In charge of setting up the software-based services department of 3E from scratch.
  Responsible for design, development, marketing and sales of software-based operational services in the renewable energy domain

• Accenture - Manager in consulting

  Paris 2005 - 2008 Manager in supply Chain Management in multiple industries:
  
  • INBEV: World leading breweries multinational (3 months). I managed a project team of 5 people in charge of reviewing the entire inventory mgt processes and tools for West Eur. region.
  
  • BELGIAN POST: Postal services company (3 months). I coordinated the regional implementation of a project aiming at sorting mail at postman round level.
  
  • TAXIPOST: Postal services company (5 months). I managed a project team of 3 people, aiming at defining a transition approach in order to launch a complete new product/service offering for parcels.
  
  • SOITEC: French high-tech company (2 months). SC Planning expert in a project which re-designed the necessary planning and procurement organizations and processes to cope with a 2nd manufacturing site.
  
  • CARGILL: American food multinational (1,5 years). I managed 3 sourcing projects with teams of 3 to 5 people. Projects centralized all the sourcing processes, tools (e-RFP) and organization across BU's for the categories transportation and printing services

• Gemalto - Supply Chain Business Analyst

  Meudon 2002 - 2005 Belgium (2 years)
  Business process analyst in a worldwide supply chain re-engineering program consisting in putting in place a global and 3 regional supply chain departments with defined roles, processes and advanced planning systems. I designed the target supply chain planning processes. I was also responsible for the selection and the functional design of the Manugistics advanced planning solution (APS) with focus on demand management, tactical and operational supply planning processes.

• Gemalto - Manufacturing project engineer

  Meudon 2001 - 2002 Singapore (1,5 years), industrial project leader in the GSM manufacturing department.
  I worked on a wide manufacturing transformation program aiming at improving drastically the productivity by implementing the key “KAIZEN” principles, methodology and tools. “In-line” production was replaced by production cells whereby intermediary stocks were eliminated and operators had to operate 5 machines instead of 2. This major shift in production model was enabled through 1) the launch of a wide people development program aiming at increasing production teams autonomy and productivity, 2) the launch of drastic machine efficiency improvement projects, 3) the launch of information system projects aiming at automating and increasing the reliability of the information flow. I led key projects and launched initiatives within those 3 areas of the transformation program.

• Gemalto - Junior Financial controller of the GSM Business Unit

  Meudon 2000 - 2001 Preparation of the GSM budget FY2001

Formations

• Vlerick Management School (Gent)

  Gent 2015 - 2015 Leadership development program course
  
  Leadership development
  Customer innovation

• IAE Institut Administration Des Entreprises

  Aix En Provence 1999 - 2000 Certificat d'aptitude à l'administration des entreprises (CAAE)
  
  •Financial controlling
  •HR management
  •Finance
  •Economy
  •Information system
  •Business strategy
  •Marketing
  •Accounting
  •Business Law (basics)
  

• INSA De Lyon

  Villeurbanne 1994 - 1999 Ingénieur
  
  • General Mechanics
  • Manufacturing
  • Electro-mechanics
  • Automation
  • Chemistry
  • Physics
  • Metallurgy
  • Thermodynamics
  • Algorithmy
  • Fluid mechanics
  

Réseau

• Aimée DRAY

• Anthony ROUSSANGE

• Damir BOROGOVAC

• Florian WNUCK

• François BONSIGNORI

• Frédéric GIAMBIASI

• Muriel TAURINES

• Oriane LEVINGER

• Romain SOMBRET