Jan 2011 – Present · 15 yrs 3 mos

• Most VP Ops, COOs, CTOs and VP Supply Chain of highly engineered industrial companies face challenges in predicting profit margins and revenue due to external factors: unreliable suppliers, volatile demand, market shifts, inflation, market contractions, competition or supply shortages.
• But the truth is this is mainly due to internal issues:
• Immature organizations with low industrial and supply chain excellence (manufacturing and distribution), competency gaps, weak data culture, leadership mindset, management team dynamics, and a people-dependent structure.
• We shift your organization's trajectory from unstable, low performance to top-performing, consistently delivering reliable, predictable results on cost, cash and revenue.
• But often, this shift can't happen due to a lack of internal bandwidth, competency, or effective change management.
• Our approach is designed to help C-Suite Operations Leaders of industrial companies develop high-performing structures for predictable and consistent operational results: reliable delivery, optimised operating costs, improved asset utilization, resulting in improved customers' satisfaction and operating revenue.
• Are you tired of missing your fiscal targets? Learn how we've helped hundreds of clients such as GKN, Alstom, GD, Smiths Group, Schindler, Faurecia, Thales, Bosch, TKE, Otis etc... across the globe raise their level of play.

Jun 2008 – Jan 2011 · 2 yrs 7 mos

• When I joined iCognitive, it was an up-and-coming name in the supply chain consultancy world. Fast forward a few years, and we were collaborating with industry giants like Thales, L'Oreal, Coca Cola, Alcatel-Lucent, 3M, DHL, and many more.
• As a Consulting Manager, my responsibility was to spearhead major supply chain transformation programs for a diverse range of industrial clients. Our objective was to achieve cost leadership, operating revenue improvement, and profitable growth. The firm was a pioneer in the SCOR Model, which played a crucial role in elevating immature supply chain organizations into high-performing ones, capable of delivering reliable, profitable business performance.
• My team and I were focused on building a strong practice through generating tangible results for industry leaders, positionning iCognitive as a premier provider of supply chain consultancy services.

Mar 2006 – Jun 2008 · 2 yrs 3 mos

• Joining Argon Consulting at the beginning of my career in supply chain consulting was a game-changer. I was brought on board to assist industry leaders in the Middle East, such as SABIC, ARAMCO, and Maa'den, in building their supply chain capabilities. Our work included developing distribution networks, logistics platforms, and procurement organizations to drive tangible change in the region.
• Today, Argon & Co has evolved into a leading consulting firm, and my experience there set the stage for my ongoing success in the supply chain consulting arena. Collaborating with top-tier clients and making a real impact on their businesses was both rewarding and instrumental in shaping my career path.

Sep 2001 – Dec 2005 · 4 yrs 3 mos

• Joining this industrial group as a logistics method engineer was an incredible opportunity for me. I was part of the team that developed one of the first fully automated 20,000 sqm distribution platforms in Europe. This experience was rich in knowledge and valuable lessons, including the importance of simplifying complex systems. It was during this time that I discovered my passion for supply chain management and began to shape my career around it.