Interim General Management Manager
Indicative price: € 1250 - 1375 / day
"Actuating the various levers of corporate performance"
"Make your company a REFERENTED company on its current and future markets, made up of REFERENTED teams and personalities".
Value: Ethics, team, pragmatism and results.
Jean-Paul is available from the 01-09-2020
Jean-Paul is available for missions Full time, Time sharing, Special mission
Jean-Paul moves to the European level
The expert in a few words....
Transition Manager since 2002, General Management and Development Department.
Proven sector versatility: building materials, glass, flexible food packaging, high technology, metal processing, B2B and B2C activities, printing.
SME, industrial ETI where the shareholder expresses his dissatisfaction with profitability and growth: crisis or turnaround situation.
Growing, mature and declining sectors.
His specific skills
- Interim manager since 2002: objective given within a given timeframe with the mission of putting in place the teams that will guarantee the continuity of the actions undertaken
- General management with the mantra of activating the various performance levers both at the income statement and balance sheet level: generating profitable sales, working on costs, productivity, debt, cash management
- Change Management: setting objectives, supporting teams and individuals, keeping a structuring thread, giving responsibility, accepting mistakes and leading teams to performance
- restructure the company, if necessary implement layoffs without the risk of industrial action, optimize resources, AND reorient the company towards growth by meeting customers and prospects
- Developing companies in their current market and in new markets: registering the growing company: Casterman, Soprofen, IPBS, Dessain are examples of successful business development in highly competitive sectors
- Mobilization of the teams around the new project and negotiation with the unions in a conflict situation: firm and direct speech, restructuring without social conflict, new company agreement, contact with staff representative bodies and stakeholders
Jean-Paul has 35 years of experience
December 2020 - July 2021
deputy general manager
Saint-Ouen l'Aumône - France
company failing to provide customer service in the field of fire safety and prevention. non-compliance with regulatory procedures, cumbersome administration, untrained teams, single-skilled positioning with lower added value, remuneration system not adapted to the market
Matériaux de construction
November 2019 - June 2020
Fit In Network
Marseille - France
In the Construction and metal transformation sector, mission of General Manager of an SME company (86 FTE) in recovery phase - exit from safeguard plan - , boosting sales, strengthening management teams, monitoring and improving operating performance, setting up the industrial project, optimising logistics flows.
Situation at the time of taking up the post:
Company in safeguard plan, difficulties for the management to transform the decisions taken into results, reorganization and restructuring of the company incomplete two months before the end of the observation period.
Decisions: proposal and implementation of the restructuring and redeployment of the company - PLEC, closure of unprofitable points of sale, commercial project towards new markets, industrial project concentrated on the mother production site - investments, logistic flows, administrative simplification
Exit from the observation period of the safeguard plan recorded, establishment of a calm and constructive social climate, cost rationalization, new developments and investments.
Management of the economic crisis linked to the Covid 19 pandemic: cash management, health management, progress of projects.
January 2018 - March 2019
Châtelineau - Belgium
reorganization of the management: new factory and sales management
reduction of marketing costs and reorientation towards the development of the network of retailers and manufacturers reorganisation of the sales team for development in areas with greater potential and towards a range of products with better margins (Flanders, screen products)
Industrie composants électriques/électroniques
April 2017 - August 2017
Louvain-La-Neuve - Belgium
have, following the company's bankruptcy in 2016-17, taken over the commercial team to ensure the stabilisation of the customer portfolio in sectors such as securing the power supply of railway infrastructure, medical
May 2016 - December 2016
General Management - Managing Director ARGIBAT ROMATO
Liège - Belgium
accompanied the redeployment of 2 companies in financial and commercial difficulties: renegotiation of the debt with banks, public invest, suppliers, shareholders proposed and set up the redeployment of the 2 companies by going on the ground towards the distribution of the products of construction and towards retailers
June 2014 - July 2015
Print & Cross-media Sales Development
Malesherbes - France
set up the combined Print and Cross-media product offer (data dematerialization, Data Base Management) developed the company's export business
January 2003 - April 2014
Tournai - Belgium
Company coming out of bankruptcy, direct clientele at 0 € turnover, positioned on 2 declining sectors (directories and dictionaries): I repositioned the company towards new sectors: mail order, retail, DIY, industrial catalogue. Results: from 0 € turnover in direct customers to 25 M € turnover in 5 years with the trophy of the GAZELLES Grandes Entreprises of the magazine TRENDS, (profitable growth) Repositioned the company as a REFERENT on the market in quality and service with KEY ACCOUNT: Club Med, Jet Tours, STAPLES, BRUNEAU, GD, GSB: put forward the manufacturing teams
October 2009 - May 2013
Rennes - France
company in exit of safeguard plan with restructuring by administrator-judicial not finished: renegotiated the debt leaseur (2M €), generated cash to ensure the survival of the company (work on stock, on investment with pay-back period less than 1 year) reorganized the company by collective economic redundancy (middle management) and set up new agreement of company (annualization of working time) repositioned the company on markets in growth (GSB) with new tariffing and improved service (short circuit of decision)
- 2017 : Management de Transition, IFMT, Module 2
- 2007 : IEMBA, Louvain School of Management
- 1995 : Master in Finance Administration, Cooremans, 1er semestre
- 1990 : CEPAC, Solvay
- 1985 : Administration Entreprises, UCL
- 1984 : Licence en Droit
Reorganized 2 Belgian subsidiaries of Soprofen Fr (closure of housing). context: broken trust between parent company and subsidiaries. Implemented the new organization, the development of new market segments and products. Restructured the management. Trust restored
Worked for the Sogepa (regional invest for companies in difficulty) in 2 companies: Argibat and Romato. Worked on debt, debt restructuring, negotiation with banks, suppliers, shareholders, implementation of product development.
Restructured IPBS in Rennes. Company coming out of a safeguard plan, conflictual context. Renegotiated the lease debt with a 2M € debt waiver, organised collective redundancy without any risk to the labour court, repositioned the company with the GD. (3Jsem)
I redeveloped Casterman Printing in Tournai (Be). Company coming out of bankruptcy. From 0 € to 25 M € turnover in 5 years. Awarded the Gazelles Trends Large Company Trophy in 2007. Positioned Casterman on new markets, directed an investment of 15 M €. Member of CODIR.
Accompanied Casterman Printing towards the exit of the sector from 2008 to 2013 (2Jsem). In a declining market (printing), implemented the exit of the company from the sector without social conflict with President of the Group.
Redeveloped 3 companies in the same sector by proposing a commercial alliance: Casterman, IPBS, Rémy Roto, complementary companies, on export markets: movement towards consolidation of the sector
- English : fluent
- Operational pragmatism
- Adaptation to teams and environment
Activity areas (5)
- Mechanical or Industrial Engineering
- Building Materials
- Security and Investigations
Types of business (4)
- Companies in difficulty
- Family businesses
- Subsidiaries of foreign groups
- Small and medium-sized enterprises