Luc ASSELIN
Acquisitions Integration project Director, Schneider Electric
I drive the Integration projects of the new acquisitions we do in Schneider Electric.
I use the experience I have build during my career in T&D (Power Transmission and Distribution) as Customer service activity director in France and in Latin America, as Product manager for High Voltage Disconnectors and initially as R&D engineer for High Voltage Circuit Breakers and Disconnectors.
Today, my added value in the integration projects consist of :
- Analysis of acquisition strategy and definition of adapted integration action plan
- Definition of functional specialists integration team
- Identification of synergies and settlement of corresponding action plans in order to secure them
- Identification of key people and best practices within acquired company
- Project management in due time and budget and reporting to top management
- Business Plan for new acquisitions
83 contacts- Management of integration project of the AREVA T&D transformer activity within Schneider Electric Energy BU.
- Identification and development of synergies.
2006 - 2010- Management of 5 successful integration projects for 8 operational units (USA, Germany, China, Brazil, Italy, Finland, Hungary) 3500 people and > 300 M€ sales
- Definition and deployment of AREVA T&D Acquisitions Integration process.
- Coaching of Integration projects managers
2005 - 2006- Based in Sao Paulo, Brazil.
- Management of 4 operational customer service units in Brazil, Mexico and Chile 120 people and 30M€
- Development of Service activities in Venezuela and Argentina
- Identification of installed base of AREVA T&D equipments in Latin America and deployment of a proactive service offering
2002 - 2005- Identification and organization of Customer services technical competences in competence centres
- Definition of technical management procedures leading to the service quality improvement
- Definition and launch of the Installed base identification project for all AREVA T&D delivered products allowing the full traceability of our actions
- Development of a service unit in China
1999 - 2002- Management of a customer service unit offering and providing services worldwide on HV circuit breakers and disconnectors
- 70 people and 15 M€ (management of 40% profitable growth)
- Acquisition of a little service centre in France
1997 - 1999- Analysis of worldwide HV disconnectors market
- Rationalization of the HV disconnectors product range coming from 5 different origins
- Definition of the Industrial strategy
- Definition of technical and marketing specifications for new products which allowed the reduction of 50% of electrical drive costs and a significant market share growth in Mexico
1992 - 1997- Management of 5 R&D projects and teams for HV circuit breakers and disconnectors
1989 - 1991- Based in Montreal, Canada
- Automation of an industrial workshop manufacturing Ceramic Insulators
- Budget 500 kCAD