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Pitney Bowes
- General Manager, France
Saint Denis
2009 - maintenant
Pitney Bwes is the global leader in mail creation and finishing solutions, integrating physical and digital communications channels.
In charge of the 60M$ P&L and 250 people organization developing, marketing, selling, integrating and servicing hardware and software solutions for the transactional documents (bills, statements,..) mass production market.
• Turned around the bottom line from loss-making to profitability, with a 14 EBIT points gain, through cost structure adjustments, implementation of a social plan with 15% workforce reduction as well as margin improvements.
• Turned around revenue, inheriting a declining business and putting it back to growth, +2% in first year to double digit target, in a declining market, by selecting market opportunities and entering new market and application segments.
• Awarded best service team in Europe for highest revenue and profitability growth while driving customer loyalty by 15% to an historical high by focusing on customer requirements and driving improvement initiatives across all functions.
• Completed integration of already acquired local company, improved cohesiveness of the Executive team by establishing vision and priorities for the entire organization, bringing sound discipline executing agreed initiatives as well as by selectively changing half of the team members and by implementing coaching.
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Independent Management Consultant
- Independent Management Consultant
2007 - 2009
Operational performance improvements and change management acceleration including:
- Assisted integration and reorganization at SITA, world's leading specialist in air transport communication and information technology solutions.
- Prepared business and financial plans, engaged with investment houses for private equity funding to spin-off a division (200M$ revenue, 1200 employees; design, manufacturing and sales of electronic and electro-mechanical components) of a listed multinational group. Investors identified; initiative stopped by the fall 2008 credit crunch crisis and resulting market downturns.
- Managing Director (acting) of Genève-Servette Hockey Club S.A.; professional ice hockey club (top league), privately owned company. Newly established position, reporting to the Board of Directors, with mission to grow revenue, to develop the brand as well as to professionalize and improve the efficiency of the company.
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Hewlett-Packard
- Vice-President and General Manager Europe, Middle-East and Africa
Les Ulis
2004 - 2007
Vice President and General Manager, Indigo Digital Press, EMEA
Responsible for the M$ 250 EMEA P&L and 300 employees providing digital printing equipment and solutions to professional printers.
• Successfully managed integration and transition of this company, acquired by HP in 2001, into HP’s operating model; grew skills of team by adding structured approach to existing entrepreneurial and start-up culture.
• Drove aggressive growth and expanded investments, delivering 40% increase in revenue and bringing market share to historical high.
• Increased share of new customers in the installed base from 1/3 to 2/3 and expanded the business mix to focus on higher end systems, securing higher recurring revenue and achieving 5 points gross margin improvement.
• Completely redesigned sales force deployment, improving sales productivity by 50%, growing both direct and distribution sales; developed weak markets in Western Europe and new markets in Eastern Europe and Africa.
• Identified and developed worldwide recommendations for major transformation of sales, marketing, distribution and service approach for HP’s graphic printing portfolio, leading to creation of a dedicated Graphic Segment and Business Unit.
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Hewlett-Packard
- Vice President and General Manager Europe, Middle-East and Africa
Les Ulis
2002 - 2004
Vice President and General Manager, Large Format Printing, EMEA
Responsible for the M$ 500 EMEA P&L and over 70 employees. Position created in order to optimize the management and development of a growing and highly profitable specialized business, serving the technical and graphic applications printing markets.
• Designed and implemented a new organizational model from scratch and built a completely new management team, resulting in pride of belonging to a successful group, exceptional commitment and, most important, achievement of results over eight consecutive quarters.
• Established a closed loop business management operating model aimed at building an agreed business plan, setting clear committed objectives, measuring and reviewing results vs. goals and taking corrective actions which resulted in best ever sales and profit for each period, exceeding financial targets.
• Played major role transferring these new operating and organizational models to other geographies and business units.
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Hewlett-Packard
- Co-Lead of the HP/Compaq Merger in Europe, Middle East and Africa
Les Ulis
2001 - 2002
In charge of three key missions in the preparation and implementation of one of the largest mergers in history: served as Co-Lead of the full EMEA Merger Team, as Head of the Imaging & Printing Business Integration Team for EMEA and as Member of the Global Imaging & Printing Merger Team. Responsibilities focused on defining and sharing the merger roadmap which covered strategy choices, operations, organization structure, financial goals and right-sizing of the combined workforce.
• Delivered the merger roadmap on-time, including the detailed deployment schedule enabling senior managers to operate on the very first day of the newly formed company. Successfully ensured business continuity while transitioning to new company model.
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Hewlett-Packard
- Sales Director for Large Businesses in Europe, Middle East and Africa
Les Ulis
2000 - 2000
Responsible for B$ 2.1 sales of servers, PCs and printers to large accounts by 250 person sales team through HP’s resellers’ channel. Also responsible for reshaping sales compensation models and for designing and delivering sales force development programs, resulting in boost of sales force motivation and performance.
• Redefined account coverage model, sales productivity goals and instituted funnel management and forecast practices, resulting in achievement of sales target.
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Hewlett-Packard
- B2B2C Director Europe, Middle East and Africa
Les Ulis
2000 - 2001
B2B2C (Business to Business to Consumers) Director, EMEA
Responsible for capturing a market opportunity, delivering connectivity solutions with PC, printer, internet access and services to consumers through their employers. Position created to establish a new route-to-market combining business and consumer requirements.
• Set up a new business model, winning and successfully deploying major deals including the installation of complete PC packages to 86,000 homes of Vivendi employees across France within six months.
• Consolidated sales leadership position for HP in the Nordic region and Benelux, in addition to opening up new geographies for this new route-to-market in France, UK, Germany and Eastern Europe
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Hewlett-Packard
- Global Client Business Manager for Nestlé
Les Ulis
1996 - 1999
Responsible for maximizing worldwide sales to Nestlé, one of HP’s largest customers, across the whole portfolio of products, services and consulting.
• Restored customer satisfaction and rebuilt long term relationship, achieving 30% sales growth, winning strategic large infrastructure contracts and opening up new geographies and markets.
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Hewlett-Packard
- Large Accounts Sales Representative
Les Ulis
1995 - 1996
Large Accounts Sales Representative, Geneva/Lausanne Area
Responsible for managing the relationship with and the sales of servers, PCs and printers to large accounts, winning the largest single order ever and opening flagship accounts including the top three private banks.
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Hewlett-Packard
- Marketing Program Manager Europe, Middle-East and Africa
Les Ulis
1991 - 1994
Responsible for managing HP’s largest marketing budget, M$65 marketing cooperative program aimed at stimulating sales and demand through distribution channel.
• Geared spending to better fit overall marketing mix and evolved program activities and budgets towards more HP-driven activities, while pushing up the utilization rate by 15% to 97% and reaching #1 position in reseller satisfaction surveys.
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Hewlett-Packard
- Financial Planning Manager for Europe, Middle East and Africa
Les Ulis
1990 - 1991
In charge of the budgeting cycles and management reporting for EMEA, heading a nine member team. Increased team productivity and motivation. Successfully orchestrated planning and provided decision making information to EMEA Executive Committee
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Hewlett-Packard
- Financial Analyst
Les Ulis
1988 - 1990
Financial Analyst in Management Reporting Group, Controllership for European Multi Country Region
