Nexans Telecom Systems
Sales and pricing director
• Head of Sales North West Africa / Greece /
Balkans for full sales cycle (Core area).
• Key deals management for the business unit
Telecom (strategy, pricing, boost...)
• Management of 5 Sales Managers and 1
• In charge of developing countries, to define
growth strategies, channel approach,
products development needs
• Head of pricing for all the business (200M€)
• Core area : turnover
increased by +130%
• Extended perimeter: secured
major deals (+50M€) with
high profitability
• Reshaped the team with
costs reduction of 30%
• Improved profitability due to
pricing (2 to 3 points)
• Streamlined all pricing
process for improved quote
time / reactivity

Nexans SA
Project leader in Turnaround
• Head of 8 projects of turnaround of business
units
• Diagnosis and improvement plan deployment
projects of 3 to 8 month per project
• Management of 2 consultants / managers
and 1 project leader per project
• Projects sponsored by CEO of Nexans Group
and Comex members
• Achieved +30M€ of EBITDA
and -60M€ OWC on total
turnover of approx. 500M€
• Streamlined sales, costs and
working capital management
processes with new routines,
methods and tools in 8
business units
2017
Paris,
Marignane
Capgemini Consulting
Senior Consultant in Strategy and
transformation
• Airbus Helicopter : Re-organization of
Tooling departments. Definition of footprint,
organization, processes, industrial means...
for the new department
• Creation of a new
department within Airbus
Helicopter
• 30% synergies and efficiency
improvement (theoretical)
2016
The world
World Tour Break during 1 year
Countries visited : Myanmar, Laos, Vietnam,
Cambodia, Australia, South Africa, Namibia,
Madagascar, Peru, Ecuador, Colombia, Panama,
Guatemala, Mexico, Cuba
• Happiness
• Open-Mindedness
• Learnt Spanish while
travelling
©AZURIUS – Modeles-de-cv,com

Paris, Marignane,
Donauwörth,
Senior Consultant in Strategy and
transformation
• Airbus Helicopter : Management of >100
OWC projects for Super Puma, Dauphin,
Tigre aircrafts
• Nemera : Reorganization of the engineering
footprint and reduction of time to market
• LCL : Lean IT management deployment
inside IS direction, support on the merger of
all IS departments
• Part of Lean expert team
• Super Puma : -94M€ OWC
• Dauphin : -30M€ OWC
• Tigre : -12M€ OWC
• 30% resources optimization
(theoretical)
• 30 to 45% lead time
reduction through methods
and processes revamp
• Experimentations of lean IT
method deployed in several
departments of LCL. Change
of culture initiated

Consultant in Strategy and management
• Alstom : KPI definition for engineering & R&D
Steering
• SNECMA : Engineering processes/
organization definition & seminar organization
• DCNS : Management of 20 developpers /
users in their day to day activities for an IS
• DCNS : Definition of program management
practices during all product life cycle
(engineering, manufacturing, maintenance...)
• Alstom : New engineering
dashboard used and
deployed
• SNECMA / DCNS : Increased
robustness and maturity of
engineering operating model
• DCNS : IS developed before
schedule and within budget
using Agile method