Xavier Genaux

I operate on the behalf of three USA based companies as if they were a European company for a consulting group. I create openings and exploit opportunities that can enhance the success of their business in Europe. I am setting up new distribution channels and/or establishing resellers dealers networks visiting distributors and/or end-users, independently or together with them, managing their day-to-day European sales activities including order taking, handling quotes and documentation requests.
- One company is involved in the fields of magnetic shielding and process engineering
- The second is engaged in the production of aluminum billet for hot extrusion, hot/cold impact extrusion, and hot/cold forging stock in most aluminum alloys;
- The third is a world leader in the design, manufacture, and service of advanced equipment for the measurement and detection of gases and liquids.

I worked as an independent member of the Board of Directors for this start-up company and was responsible for ensuring its operations were underpinned by sound business planning and strategy, in particular by establishing workstreams for product development and future technical adaptatations of its new product (a decontamination device using pulsed light) I secured 455, 000 euros (£340000)worth of business during my tenure. Unfortunately, the product did not live up to its promise so that I considered that my professional credibility with the large companies who were my customers was at risk. This has then led to quit for suitable new employment.

2003 – January 2006

Export Manager
Commercial Director (11/2003)
Administration of Sales in France

September 1999-2003

Export Manager (responsible for Export Sales)
Responsible for the global market
The development and operations of franchises and distributors
Supervision of a team of four people: 3 assistants and a deputy

From my appointment at Conti onwards, I achieved an increase of between 22 and 40% in world wide turnover per annum. (Export represents 2/3 of the company’s turnover.)

I dealt with equal commitment with a wide range of people from all levels and backgrounds – from franchise networks to major distributors and customers. As part of my responsibilities I sought to keep Conti ahead of market developments by ensuring our market research function identified the kind of new products needed to meet international customers’ expectations. I also established mechanisms to incentivise and penalise the performance of distribution networks. In brief, I was the ultimate guarantor of the effectiveness of the company’s salesforce.

The second most important maker and distributor of high added-value technical products in an extremely competitive market.

1996-1999

Export Manager

- Responsible for world-wide markets

- Development and operation of franchise and distributor networks

- Sales Administration

Responsible for European logistics/purchasing relationships with majors Key Accounts

-Logistics
- Purchasing
- Operations management Production
- Coordination of flow of materials between factories and European subsidiaries
- Stock management
- Distribution

1993/94 SAINT-DENIS (93)
Responsible to the Managing Director for sales administration and the management of national logistics


- Purchasing
- Operations management Production
- Flow Management
-Coordination of agency sales administration : profit centres and depots
-Management of packaging
-Auditing of costs, profitability/quality

I was responsible for sales administration and national logistics management, reporting to the general management of Airgaz and Siac, both of which companies are members of the Hoechst group, and competitors of Air Liquide. As such, I determined and co-ordinated Production, distribution, stock levels, and the operations and commercial administration of five factories, eight profit centres and 380 depots. In this role, I supervised at European level the transport of Class 2 dangerous materials between different production sites, co-ordinated despatch and distribution and established a policy on accounts paid and pending

I managed a purchasing budget of £ 41m /per annum
In collaboration with accounts analysts, I drew up management control data for cost prices in order to set sale prices. I controlled the negotiation and management of orders from estimate to order-taking, delivery, billing, taxes. I analysed assets (their origin, how despatched ) to identify any commercial anomalies and propose solutions. I was responsible for quality assurance compliance with ISO 9002. I ensured national stocks remained at an optimal level and acted as the interface between production, the customer, regional management and accounts.

1992 MITRY-MORY (77)

Responsible for logistics and distribution
Employee for major risks (Ministry of the Interior)

- Leader of a team of 23 people and for their agents’networks Sub-contractors

- Transport management 41m / per annum

- IT management - taxes

-Dispatch – organisation of rounds

- Coordination of deliveries between production sites and interagency delivery

1991 MITRY-MORY (77)

Responsible for sales and distribution administration

- the same 1992 taking care about urgences 24/24 Hours

1990 MITRY-MORY (77)

Responsible for sales administration
Led a team of 4 people
Management of IT and tax data




1989 NANTES (44)

- Responsible for depots in Western regions of France, operations in 80 depots and network administration

1988 NANTES (44)

Technical-commercial officer

-Sectors : 44/85/79/86
1987
-Sector : the town of Nantes

1984 - 1986 LAVAL (53)

Deputy to the Director of Commercial Export
Responsible for Belgian, German, UK and Italian markets
Took part in international salons SEHM HEIMTEX MANCHESTER
Selected and oversaw production of jacquard patterns by foreign designers .
Contributed actively to the choice and presentation of 2 collections a year