Cédric Schoenecker

TRANSFORMATION AND OPERATIONAL EXCELLENCE | FROM STRATEGY TO EXECUTION

Freelance consulting for CEOs and COMEX members on strategic transformations and performance acceleration. Support for management and operational teams from strategy to execution:

SEQENS | Global player in housing in Île-de-France | €600M Revenue | 1,600 employees

KEREIS | European leader in insurance brokerage | €400M Revenue | 1,700 employees

VINCI AUTOROUTES | European leader in highway operators | €6.3Bn Revenue | 5,500 employees

1) VALUE CREATION & FINANCIAL PERFORMANCE:

• Real estate operations: 4 years of overdue financing under management in 4 months. €450M in loans and subsidies secured. Progressive collection starting in the 2nd month, 85% collected within 12 months

• Insurance brokerage - Claims, Cancellations, Defaults, Caller Journey, Time-to-Market for new products: EBITDA improvement with €250K to €450K in recurring OPEX gains per project

2) LEADERSHIP & GOVERNANCE:

• Support for COMEX and CODIR on the design and deployment of strategic transformations

• Structuring decisions made: Target organization, core business process redesign, rationalization of support functions, digitalization, and use of AI as performance levers

3) TRANSFORMATION & EXECUTION:

• Operations: Redesign of the core business process "Real Estate Operations Financing" in 3 months

• Support functions "Insurance": Definition of detailed target organizations for Procurement & General Services, HR & CSR, and IT, meeting efficiency objectives and reducing annual OPEX by €13M

• Structured, budgeted, and approved IT transformation roadmap

• Operational Excellence approach deployed. 70 employees trained and certified Lean Six Sigma

CHIEF TRANSFORMATION OFFICER / TRANSFORMATION DIRECTOR | FROM STRATEGY TO EXECUTION

Global environmental services group | €21Bn Revenue | 90,000 employees | Paris La Défense

Transformation executive, acting on behalf of the General Management, leading global transformation, operational excellence, and key digitalization programs. End-to-end responsibility, from strategy to execution.

1) VALUE CREATION & FINANCIAL PERFORMANCE:

• Global SPOT2023 transformation management aiming for €1Bn in net recurring OPEX after investments

• Objective exceeded: €1.274Bn secured. Progressive cash-in from year 1. 100% adherence to schedule and budgets

2) LEADERSHIP & GOVERNANCE:

• Chairmanship of 120+ global performance committees. Coordination of 60 executive leaders across BUs

• Structuring decisions covering target organization, digitalization, financial rules, transformation roadmap, and performance management

3) TRANSFORMATION & EXECUTION:

• Deployment of structuring levers: Organization, processes, HR, digital, indicators, management

• Global performance management platform Sciforma-One2team designed and deployed. 4,000 users, 18,000 performance actions managed. 10-month schedule and €2.8M budget fully met

• Operational Excellence: 650 employees trained and certified in Lean Six Sigma, €20M in revenue, EBITDA, and cash gains in operations and support functions

CONSULTING IN TRANSFORMATION AND OPERATIONAL EXCELLENCE | FROM STRATEGY TO EXECUTION

Management Consulting | Spin-off EY Advisory | 90 consultants | Paris

Member of the Management Committee, business development

In charge of Transformation and Operational and Financial Performance activities

1) DIGITALIZE OPERATIONS & SUPPORT FUNCTIONS

• SUEZ: Digitalization of HR management: deployment of Cornerstone OnDemand, a SaaS solution covering recruitment, learning, performance, and development management. Coordination of HR, IT, and Procurement stakeholders from design to deployment. 90,000 employees managed in the Group's HRIS tool

2) INCREASE FINANCIAL & SUSTAINABLE PERFORMANCE

• GEFCO: Reorganization of the national and regional administrative and financial function (189 FTEs) related to OVL (freight transport), FVL (vehicles), and Overseas activities, in a context of declining volumes and change of ownership (PSA/Russian Railways). Sizing of the national Shared Service Center, simplification, digitalization of supplier and customer invoicing processes, management control, dispute resolution, and debt collection. 10% productivity nationally and in the 5 administrative regions

• SUEZ: Diagnosis and action plan to improve direct and indirect procurement performance internationally (China, India, Middle East, North Africa). €1.7Bn spend, 75% of which is recurring in O&M and indirect procurement

3) ESTABLISH LEAN SIX SIGMA OPERATIONAL EXCELLENCE

• MUTUELLE SOCIALE AGRICOLE: 5.6 million members, €27.5 billion in benefits paid by 17,000 agents. Implementation of the national operational excellence approach to strengthen customer focus and efficiency of the 35 regional offices in a context of declining member contributions. Skill development of the central team in charge of Lean projects