Description
Fortune 200 vice president which managed multi-billion product lines for an automotive supplier, drove product and new market penetration strategies to achieve profitable growth. Strong international experience in the US, Europe and China. Successful experiences in defining vision and strategy, continuously evolving product line offering to meet market and customer opportunities, and leading the build/buy/partner activities.
Work Experience
| COMPANY | POSITION HELD | DATES WORKED |
|---|---|---|
| TRW Automotive | (Confidential) | 10/2006 - 10/2007 |
| TRW Automotive | (Confidential) | 5/1992 - 10/2007 |
Education
| SCHOOL | MAJOR | YEAR | DEGREE |
|---|---|---|---|
| ENSEM, Nancy (France) | ME | 1979 | Bachelor Degree |
Accomplishments
Highlights:
1. Business start-up: P&L responsibilityI ran a consultancy business (started from scratch – build it up to 12 consultants) after building up on my own the sales backlog needed to support the associated overheads. I achieved break-even performance and exceeded cash flow objectives one year ahead of plan. Then I faced my first exposure to put together a strategy when business had to be evolved in new direction. I looked outside the box and diversified the scope of services to business process re-engineering promoting the use of process mapping, simultaneous engineering practices and product data management.2. Driving top line growth / margin expansion / cost managementDoubled the size of TRW Safety electronic business over 5 years: The product strategies that I developed in the 2000 - 2003 time frame have resulted in doubling the size of the electronics business while keeping it the most profitable. I managed the development of new products which launched in traditional markets, cost reduced product road map and leading an aggressive market penetration in Asia-Pacific which resulted in $200 million incremental sales with existing and new customers by winning approval for a plant in China and negotiating licensing agreements in Korea.Achieved 4% incremental margin improvement: I applied rigorous product lifecycle management techniques supported by detailed financial data (EVA driven) to ensure sustainable competitiveness through market analysis (consumers, OEMs, competitors, technology), product and process standardizations, maximum re-use of existing design and capital investments, and further cost reductions through low cost manufacturing footprint and global sourcing: this contributed to expanding margin by 4% incremental in a tough and highly competitive environment. 3. Strategic positioning / Product Management / New market penetrationI avoided $10 million plant restructuring cost by setting up a 50/50 joint venture with Michelin to share development cost and risks of a new product which launched in the subject facility. The JV business achieved sales of over $100 million within 4 years of operations. I served on the Board of Managers until 2007. I led new market penetration projects through implementation: I renegotiated the product portfolio of an existing 50/50 joint venture in China which resulted in an improved customer footprint, brought $30 million incremental sales and gave a controlling 60% equity position. 4. Launching Products / Program Management When I learned automotive electronics products, I managed 6 program managers and over 65 assigned product development personnel organized in cross-functional teams. The teams launched on time 29 products in production worth over $550 million cumulative revenues while meeting all the financial goals (manufacturing cost, tooling) and customer quality expectations. 5. International Business ExperienceI worked and lived in France, Canada, China and USA. In China I developed an intimate knowledge of key cultural elements to do business; I renegotiated JV equity split, drove a localization plan worth $30 million investment which included MOU with local Chinese partner, the development of the feasibility and financial studies, the deal negotiations and the local/central government approvals. I also led comprehensive pre-acquisition operational and financial evaluations of 2 potential acquisitions in India. In the mature markets (Japan / Korea) I conducted numerous M&A discussions with potential targets and I established a strategic alliance with a Japanese competitor which provided $50M worth of Japanese customer business.Companies I like:
Job Skills
Keywords
Responsibilities
Held global planning responsibility for a $11 billion product portfolio covering the full range of chassis, occupant safety and electronic products and systems. In this role, combined a broad electro-mechanical technical capability with a strategic marketing skill set to lead aggressively product management, product strategies and the development of product road maps for various product lines. This position followed a 2 years assignment in Shanghai as Vice President of Business Development, Asia-Pacific, where I brought an intense focus on customer footprint, product positioning and introduction plan, merger & acquisition, strategic alliance plans and manufacturing footprint enhancements.
