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Essilor
- CHAIRMAN OF ESSILOR OF AMERICA LEADERSHIP COUNCIL
Charenton-le-Pont
2017 - maintenant
Provide business guidance and oversight to talent management activities in Essilor of Americas.
I was key driver for introducing a balanced score card in the talent management group and used the data for prioritization and reporting of activities to EOA leadership.
As member of the Leadership Council in 2016 I coached the talent management team on prioritization techniques, resulting in a first roadmap in talent management in EOA and driving alignment with the team, leadership and the council. As a result execution of talent management projects was much smoother in 2017.
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Essilor
- GLOBAL RX TECHNICAL AND QUALITY COMMITTEES
Charenton-le-Pont
2016 - maintenant
Represent the interests of Essilor of Americas in corporate global support and governance councils.
Influenced global engineering agenda to focus on process control projects, through sponsorship and supporting justification.
Key driver for development of lab equipment to establish compliance and performance control directly at production sites. This is prerequisite for the sustainability of compliance across 80 sites.
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Essilor
- VP OF OPERATIONS AND TECHNOLOGY
Charenton-le-Pont
2015 - maintenant
Continuously improve Service, Quality and Cost of 100+RX labs across USA, support process improvement and new product introduction and optimize capital investment. Leading an organization of 60 employees (Engineering, Technical, Quality, Technology, Procurement, Accounting, Warehousing, Helpdesk)
Accelerated and fostered cost reduction projects to achieve $1M annual savings through alignment of cross functional teams around measurable goals and establishment of a governance process.
Met and exceeded expectation in new product launches in terms of initial capacity, quality and time to market though early alignment on project scope and getting the teams to plan and prioritize resources.
Driving the implementation of process improvements, yielding 30% increase in throughput at 2 productivity bottlenecks.
Conceived and deployed lean operational excellence initiative in RX labs. Fostered employee engagement, quality thinking, process continuous improvement and standardization and optimization of production flow through training, tools and governance. The induced cultural change had major positive impact on morale, service and customer complaints.
Instilled and empowered priority on safety, both for employees and customers. Solved product compliance crisis in sustainable manner. Made safety top of the agenda, as a result when a serious equipment fault came to my teams attention we isolated the issue and resolved with a month's time.
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Honeywell
- USER EXPERIENCE LEADER
Thaon Les Vosges
2012 - 2015
Promote and ensure superior end-to-end customer experience, ergonomics, and design across all lines of business.
Developed Human Factor and Voice of the Customer plan based upon Touch Point Analysis with 10 diverse
business teams. Driving plan execution through monthly reporting, review and audit vehicles. As an
example, I drove retail footwear team to launch e-commerce platform that achieved Best-in-Class status.
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Honeywell
- DIRECTOR OF R & D
Thaon Les Vosges
2010 - 2015
Lead a diverse team of 21 engineers, scientists, and designers in new product development, technology, IP, product regulatory affairs, sustainability, and value engineering. Focus on eye and face protection including plano and RX spectacles, protective sunglasses, optical filters and related anti-scratch and anti-fog coatings.
During the integration process of Sperian into Honeywell, served as the representative for Sperian R & D Americas and successfully managed change to prevent any critical resignation resulting in no loss of talent during integration phase, ensuring business continuity and know-how conservation.
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Sperian Protection
- CORPORATE INNOVATION COMMITTEE
Lyon
2009 - 2010
Created technology poles to better leverage technology investments across the different lines-of-business.
Developed front-end project prioritization process to filter new product requests resulting in fact-based project selection resources being deployed only on projects that had tangible return on investment and were aligned with business strategy.
Established Innovation Review Process and metrics such as Radical Innovation Rate. The result was a mind-shift in the business teams from solely renewing the current product portfolio towards stronger innovation focus in their product roadmaps.
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Sperian Protection
- DIRECTOR OF GLOBAL R & D
Lyon
2007 - 2010
Director of global R&D (eye and face protection). Served as Member of Board of Directors
Achieved alignment in the management team to build cross functional product category teams. The crossfunctional teams were instrumental to overcome silo thinking and build knowledge within the teams. This
innovation resulted in vastly improved teamwork and reduced need for management intervention.
Provided leadership and expertise in New Product Development departments with 21 collaborators in the
US and Switzerland.
Led regular cross functional review committee meetings. Introduced the project review system, trained the
review committee, organized meetings, and led discussions.
Developed and managed project portfolio of up to 40 new product development projects representing
$50MM in 3 year growth potential.
As Owner of the Product Commercialization Process, introduced and continuously improved phase gate
deliverables, and established best practice catalogue. Developed comprehensive metrics such as on time
launch performance and drove improvement of the latter from below 50% to above 80%.
Trained and aligned cross-functional team in new product development and related processes.
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Bacou-Dalloz
- DIRECTOR OF R & D
2005 - 2007
Held responsibility for new product development and strategic purchasing of components in electro-optic welding protection helmets. Led a team of 8 mechanical, electrical, optical, system engineers and technicians.
Maintained product availability in collaboration with vendors and coordinated demand with customers after the plant closure in France resulting in the safeguarding of approximately $2.5MM in annual revenue.
Served as Interim Sales Manager for markets in France, Russia, and China.
Nurtured collaboration with universities in publicly funded programs.
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OPTREL AG
- DEVELOPMENT ENGINEER OF LCD AND OPTICS, DEPUTY R & D MANAGER
2000 - 2005
Managed strategic marketing including market analysis of automotive sector. Purchased technical goods, managed process engineering, quality control, and product management. Delegate in ISO and EN standard committees.
Established strong ties with existing and alternative component vendors – especially in China – which resulted in half the cost on optical components at equal quality level. Achieved certification of PAPR system in less than half of the usual time through early involvement of certification agency.
