| Date from - Date to |
Location |
Company |
Position |
March 2007 -
June 2009 |
France |
SILOG
Software Industry |
Sales and Marketing Deputy Director |
| Description |
Context: Due to hard competition in the French ERP market, the vendor SILOG must be more
aggressive in order to defend its position and acquire new customers.
Object : To enhance efficiency of the sales team (10 sales reps)
• Considering the current organization, I recommended 4 major fields of action: Internal and External Communication, Sales efficiency, Customer relationship, and team spirit.
• Sales team training, sales support in the field throughout various phases of the sell life cycle.
• Creation and installation of weekly and monthly reporting tools.
• Set up of one telemarketing team (4 tele-actors) in order to identify new projects at the head office and in the sales agency.
• Implementation of the collaborative solution CRM Dynamics of Microsoft in order to encourage information sharing between all departments of the company and improve the quality of service to customers and prospects.
35 people are concerned by this project |
| |
| Date from - Date to |
Location |
Company |
Position |
| October 2004 - September 2006 |
Egypt |
DREAM TIC
Software Industry |
Consultant |
| Description |
Object: To Promote and develop the transfer of training and technologies between software’s editors and companies of the private and public sectors and governmental organizations in Egypt.
• Conception of one French Egyptian platform of know-how and technologies which was suggested to the Egyptian MCIT (Ministry of Communication and Information Technology).
• Establishing a suitable environment for Egyptian and French companies to develop a basis for working on software projects with the objective of providing high value of services to Egyptian
companies and to promote the IT Industry outside Egypt.
• Cooperation in the program of ICT evaluation developed by the IMC (Industrial Modernization Program). Participation as a member of the pavilion of Egypt at CEBIT in Hanover (Germany).
• Identification and demonstration of software package to the MCIT for the development of one full integrated management application aimed at small enterprises.
• Consultancy agreement with the First Egyptian Microsoft distributor and PC´s assembler NORDIX SAE with the aim at:
◊ Analyzing the architecture of crisis and disaster management software designed for the Ministry of Defense and Military Production under the authority of the Egyptian government.
◊ Setting up a presales team of 10 techies whose mission was to sell and implement security solutions for companies and government organizations. |
| |
| Date from - Date to |
Location |
Company |
Position |
March 2005 -
December 2005 |
Burkina Faso |
DREAM TIC EXACOM NTIC
Software Industry Consultancy |
Consultant |
| Description |
Object : Marketing competitive, easy to use and producing local added value solutions to private companies and public-service corporations in Burkina Faso
• Choosing and advising on accounting management systems to the Association for creation and support of cottage industries In Burkina Faso (PAPME).
• Responding to invitation to tender: Computer-assisted maintenance (CAM) of the National
electricity Company of Burkina Faso (SONABEL).
• Requirements Analysis:
◊ Data Back-up and Recovery of the Accounts Office and the Telecom operator SONATEL.
◊ User Training in order to comply with rules and specifications of the newly implemented global banking system at B.C.B. (Banque Commerciale du Burkina).
◊ Hydrocarbon Storage and Distribution of the National Hydrocarbon Company (SONABHY).
• Creation of Exacom, NTIC Company dedicated to advice and support of IT projects. |
| |
| Date from - Date to |
Location |
Company |
Position |
January 2004 -
October 2006 |
France
Cameroon
Burkina Faso
Egypt
Africa |
DREAM TIC
Software Industry |
BusinessDevelopment Manager.
-
Founder |
| Description |
Object: How private companies and public-service corporations in Africa and the Middle East may access the innovative solutions offered by French software editors in partnership with local integrators?
• Identification of French innovative solutions (Global Banking, CAM, GPAO, ERP, security of Information Systems, data, assets and people) able to improve the development of companies with African capital stock.
• Surveying companies from Africa and the Middle East to know their requirements and priorities in terms of management solutions and tools.
• Establishing partnerships with local integrators willing to create new added value (Local Proficiency Development and Promotion).
• Setting up French Company (DREAM TIC) to develop the use of easy to use solutions in the public and private companies from Africa and the Middle East.
• Setting up a Burkinabe Company (EXACOM NTIC) whose purpose is to assist and advise companies in choosing management solutions. |
| |
| Date from - Date to |
Location |
Company |
Position |
October 2002 -
October 2003 |
France |
Synergie 3R S3R
Software Industry |
Sales and Marketing Managing Director
-
Managing Director |
| Description |
Context: The cash investors (Start me Up, SIPAREX, Vayans) want to speed up the company’s transformation process in order to market fast new modules of training, skills and learning management systems.
Object: To revamp one software house into an editor of human software.
• Followed the analysis of the current organization, I suggested a reorganization program which considers the existing customer’s commitments and the human constraints related to the deep change of the organization.
• Checking the computer programs, choice of the new technical and functional architecture.
• Marketing and Sales development and putting in place an Integrator’s network (UNILOG).
• Creation of new departments: R&D, Marketing, Sales, Professional Services, Hot line, Maintenance. Adjusting current projects as the skill’s management system at HEC.
• Renegotiating the contracts with CNAM, EADS, and M.A.A.F.
Number of people concerned by the change: 40 |
| |
| Date from - Date to |
Location |
Company |
Position |
| August 1996 - September 2002 |
France
Espagne
Portugal
Maghreb
Egypt.
Gulf countries
Central
America
China |
McAfee & Steleus
(TEKELEC subsidiary)
Software Industry |
Southern Europe Africa Middle East Managing Director
-
International Sales Manager |
| Description |
Object: To conquer new markets in developing sales of Security and Network Management software
• Creation, Development and management from scratch, of distributor networks in developing countries (integrators, distributors, resellers : LOGICA Middle East, SIEMENS China, APTEC Egypt, LOUKIL Tunisia, SOFRECOM Mexico…)
• Management of multicultural sales and presales teams. (10 to 90 people).
• Fierce negotiation with large accounts in Telecoms, Banking, Transportation, Ministries and Government Organizations.
• Fighting against Piracy in Egypt in cooperation with the Business Software Alliance (BSA).
• Transacting business with Large Accounts in Africa, Middle East, Latin America, and Asia: Mindware (E.A.U.), Mobinil (ORASCOM), Morocco Telecom, Tunisia Telecom, China Telecom, Siemens, Telecom Argentina…
• Presentation of the IT security Issue to the Ministry of Education, Ministry of Defense, Ministry of Telecommunication, and Presidential offices in Egypt, Tunisia, and Morocco.
• Planning and organization of seminars to local, regional, and international companies in North Africa, Egypt, UAE, Israel, China, Central America.
• Exhibitor at international fairs (Singapore, Beijing, Cairo, Tunis, Casablanca) |
| |
| Date from - Date to |
Location |
Company |
Position |
September 1995 -
June 1996 |
France |
Cabinet SICOT MENARD Consultancy
subcontractor of the French
National Employment Agency. |
Coordinator |
| Description |
Context: Long-term unemployment in France begins to hit executive employees older than 45 years
with weak capability to reconsider their past occupation.
Object: To assist this new category of unemployed people in rediscovering their talents in order to find a new job.
• Driving attendees to adapt and change their behavior and habits in searching for a new job (more than professional reintegration).
• Methodology: work group. Regarding his experience and professional proficiency, each member becomes one executive of the virtual company created by the group, and whose mission is to sell the group’s talents to potential employers.
• Skills inventory of the group and individuals, to remedy the weaknesses in professional proficiency (word processing, spreadsheets, introduction, writing CVs...).
• Making appointments with managing directors of real companies in order to introduce and sell the profiles of the group’s members.
• 3 Groups made up of 8 applicants.
Results: 60% of applicants found a new job before the end of the training session (6 months). |
| |
| Date from - Date to |
Location |
Company |
Position |
January 1988 -
July 1994 |
France
Western Europe |
BULL Company Computer
software and Industry |
Sales Executive Business Developper |
| Description |
Context: The computer market is moving strongly, new Operating Systems (UNIX, Windows) appear, and computer producers diversify their business offers selling services and integrated solutions.
Object: To capture new markets with innovative integrated solutions.
Requirements analysis and Project identification for large accounts.
• Conception and execution of strategic projects for CARREFOUR (electronic banking and interactive kiosks), GALERIES LAFAYETTE (cash-machines), ACCOR (worldwide network communication and high speed printing), …
• Team selection for project execution which includes engineers coming from separate business units and speaking various languages.
• Convincing and motivating the IT management of prospects to trust Bull’s capacity for delivering and maintaining high tech solutions.
• Demonstrating to Bull’s management the strategic interest of providing high level solutions to new customers, and to enter into new markets.
• Involvement in the first international pilot training program. Work group of 12 people from 6 countries in order to do business with large international accounts.
• Team management of 3 to 12 people.
Result: Transition from one conservative situation to one aggressive attitude generating new business and revenues, new image and credibility. |
| |
| Date from - Date to |
Location |
Company |
Position |
| January 1983 - December 1987 |
France |
S.B.A.
Computer Software |
Sales & Marketing Management |
| Description |
Context: This software editor, originally designing and developing management information system, suffers from a lack of sales regarding his main sales partner which is one of the major computer’s manufacturers.
Object: To develop sales quickly and strongly through its own channel.
From the existing offer, I designed one management information system (ERP) making possible the sale of one global solution acquiring complementary modules according the existing and anticipated needs of the end users.
I identified the sales talents of the internal project management team in order to encourage the best to become presales consultants.
I set up one subcontracting and reseller network (development of programs) able in every region to take over the space and to boost the sales.
As project manager, I implemented one sales management software (ONYX SBA) at TEFAL UK subsidiary of SEB-TEFAL
I negotiated outside funding with BULL & IBM in order to develop completely new financial software (technically and functionally).
Management of one team of about 40 people.
Result: S.B.A. became the leader in the ERP software industry for medium and large companies. |
| |
| Date from - Date to |
Location |
Company |
Position |
| Janvier 1981 - Décembre 1982 |
France
Western Europe |
STRATINOR PCUK
Chemical Industry |
Export Manager |
| Description |
Context: The plastic producers are overproducing. The way to cut the stock of raw material is to transform it into finished products such as corrugated plates (polyester and PVC), hoods, electrical boxes, and waterproof luminaries (reinforced polyester).
Object: As Export manager in this hyper competitive environment, I had the mission to deploy one aggressive sales strategy with the goal of beating our main competitors to their place to protect our own market and make full the production line.
• United Kingdom: Acquisition of the first and major ICI distribution company for selling our translucent PVC plates.
• Belgium: The Mitsubishi business unit based in Belgium became our subcontractor after I had captured their market shares in Scandinavia.
• Italy, I obtained the reseller network of water proofed luminaries previously managed by our German competitor Planet Watthom. |
| |
| Date from - Date to |
Location |
Company |
Position |
| January 1979 - December 1980 |
France |
Ets SALMON
Clothing Industry |
Merchandising Manager |
| Description |
Context: Supermarket distribution is dramatically growing in France. This channel cannot be ignored by this manufacturer of the clothing industry, leader in the baby clothes market.
Object: To develop sales through the chains of large, discount department stores.
• Creation of the ‘’birth-gift’’ concept (unmarked products).
• Growth perspective Analysis of the major chains in order to fix strategic targets (criteria: brand name, commercial culture and innovation, financial foundation, aggressiveness…).
• Design of assortment depending on the inventory turnover by shelf sizes.
• Video presentation to the department managers of the stores Technical Merchandising Training to the sole and multiproduct sales representatives (12).
• Change management |
| |
| Date from - Date to |
Location |
Company |
Position |
| January 1977 - December 1978 |
France
World |
PCUK PECHINEY CHIMIE UGINE
KUHLMAN
Chemical Industry |
Market Researcher |
| Description |
Object: To put forward, and recommend strategic economical areas in order to fix the worldwide strategy of industrial investment of the PCUK Company.
• The field of the previous study (see below) is applied to all of the business activities of the Company and the methodology to every country of the world.
• Analysis of the world economy, the trade, political geography, population growth, energy resources…
• Establishment of development model based on studies and assumptions (i.e. Club de Rome, OCDE, Milton Friedman).
• Creation of performance indicators and growth comparison operators.
• Audiovisual presentation of the opportunities and recommendations before the executive committee.
Recommendation: South Korea, Taiwan, Thailand, China, India.
Continuation: This study has been used by Le Crédit Lyonnais bank and Prime Minister Raymond Barre to plan out the trends of French external trade. |
| |
| Date from - Date to |
Location |
Company |
Position |
June 1976 -
December 1976 |
France
Afrique de l´Ouest
Afrique du Centre |
ALUMINIUM PECHINEY VENTESGROUPE PUK
Metal Industry |
Market Researcher |
| Description |
Object : To analyze the African Aluminum markets in order to decide on the location of a second new rolling mill ( the first is already working in Cameroon)
Stakes and initiatives :
The survey has to explore the current and future demographic, politic, and economic aspects (Forecasting).
• Innovative approach :
◊ We invented the concept of homogeneous and consistent economic spaces that include one leader country.
◊ Forecasting of the economical growth of the spaces.
◊ Political Risk Evaluation and Simulation.
◊ Taking the demographic and socio-economics status into account.
◊ bibliography: Philip Kotler, Wassily Leontief, Boston Consulting Group Matrix, Club de Rome (Meadows report), Franco Modigliani (product life cycle)
• For understandable political reasons the conclusion of the survey was presented before the executive committee and African diplomats.
• Team made up of researchers in prediction, macroeconomics, marketing, and econometrics.
• Specific analysis of the metal consumption in the countries of Western and Central Africa.
Conclusion: Against the wishes of Cameroon, the rolling mill was recommended to be installed in Ivory Coast.
Continuation: The originality of the study and the relevance of the conclusion convinced the executive committee of PCUK to order a new survey in order to deliver the investment strategy of PUK (see above). |
