« I am consistently striving to improve the performance of business development and to strengthen cooperation between all stakeholders »
B2B Management
Line Management from 1996 till 2018
My professional career started by assisting French SMEs in the development of their business in Germany (1996-2000). In 2001, I joined the Kostal group. I held successively the positions of Key Account Manager (2001-2005), Sales & Engineering Director (2006-2008), Branch Office Director (2008-2011) and finally Executive Vice President Sales & Marketing (2011-2015). In 2016, I moved to the BCS Business Unit of the ZF Group, held the position of Vice President Global Sales & Product Management until its acquisition by a new owner in 2018.
Executive Interim Management since 2019
During my time with the ZF group, I had the opportunity to engage interim managers. The profession immediately captured my interest and made me want to do it myself. What began as fascination quickly turned into passion. Every assignment I have been entrusted with since has only strengthened my commitment and my determination to excel in this profession. I am proud of the contribution I have provided to my clients in different B2B segments, the most recent being:
Interdisciplinary Management
Interdisciplinary management plays a crucial role in breaking down organizational silos, promoting collaboration between departments and ensuring cohesion and coordination between teams. By drawing on the diverse skills and expertise of professionals from different departments (sales, engineering, purchasing, operations, quality, finance, ...), companies improve their performance and adapt more effectively to changing market conditions.
However, the performance of multifunctional teams cannot be based solely on procedures, no matter how robust they may be. It depends largely on the ability and willingness of managers and their teams to collaborate constructively and effectively. This collaboration is shaped by four key factors:
- Corporate culture
- Inter and intra-departmental priorities
- Agility of decision-making processes
- Individual behaviors and interpretations
Interdisciplinary management is not just a strategy; it is a state of mind and a culture that enable organizations to be more agile, innovative and effective. Throughout my career, I have constantly strived to enhance and foster interdisciplinary collaboration across all functions.
Multicultural Management
Effective multicultural management is a decisive factor in international professional environments. It goes far beyond the simple management of different personalities: it is about knowing, understanding, respecting and leveraging cultural differences to stimulate collaboration, innovation and performance. Implemented appropriately, multicultural management has a significant impact on a wide range of strategic dimensions, including:
- Effectiveness of strategies
- Customer satisfaction and loyalty
- Business win rates
- Project management performances
- Outcomes of M&A projects
- Resolution of claims and escalations
- Reduction of employee turnover
- …
My international profile and professional background have allowed me to acquire extensive experience in intercultural management. I have developed solid expertise in managing multicultural teams, which facilitates my ability to identify and value their differences and foster an inclusive environment conducive to their success and that of their clients. I know how to take advantage of cultural nuances to build trust, improve communication and harmonize different points of view in order to achieve common goals.
Crisis Management
The effective management of crisis situations is a vital skill for stabilizing organizations and guiding them through turbulent times. Successful crisis management involves three key aspects:
- Risk assessment and strategic planning: This includes identifying risks and vulnerabilities, followed by the development of comprehensive strategies and actionable plans to prevent or mitigate the immediate impact of the crisis. It also involves addressing potential medium- and long-term consequences to ensure the organization’s resilience and sustainability.
- Execution and outcome delivery: The ability to implement crisis response actions effectively is essential. This requires ensuring that planned outcomes are achieved while avoiding additional negative impacts that could exacerbate the situation.
- Opportunity identification and adaptation: Crises often reveal opportunities hidden within the challenges. Recognizing and capitalizing on these opportunities can help organizations not only recover but also emerge stronger and more competitive in the market.
Throughout my career, I have consistently proven my ability to manage and resolve crisis situations through a structured and methodical approach and unfailing determination. Whether dealing with financial challenges or operational disruptions, I am able to rapidly assess the situation, mobilize resources and deliver results in a tense environment. My role lies in stabilizing businesses, restoring trust between stakeholders and steering organizations towards long-term success.
