Laurent Quellec

oActivities carried out: 1) Management of a team of 65 people (55 field engineers and technicians, 10 back-office and logistics staff), 2) Recruitment and onboarding of engineers and technicians, back-office mission managers, 3) Formalization of back-office processes and maintenance contracts, 4) Replacement of managers, 5) Formalization of the new revision of General Maintenance Conditions, maintenance contracts, distributor contracts.

oResults obtained: 1) Stabilization and retention of teams in the Ile de France and East regions as well as in the back office, increase in the invoicing rate outside contracts, increase in Technical Service Revenue beyond €20 million, 2) Recruitment of 3 technical coordinators, 6 engineers, 2 apprentices, a new back-office manager, 5 back-office employees, 3) Return to the 2022 level of efficiency in maintenance contract management and field support, 4) Interim cover during periods of leave, turnover, illness, implementation of backup and substitution rules, 5) Implementation of new contractual documents.

oActivities carried out: 1) Support for technical and commercial teams on critical client situations, 2) Support for the Heavy Equipment manager in upskilling technical teams, 3) Improvement of heavy equipment installation processes, 4) Improvement of Installed Base management.

oResults obtained: 1) Implementation of crisis management methodologies, client support, escalation processes, 2) Dynamization of the network of technical referents for skills development and best practices, 3) Implementation of a unified installation process, 4) Implementation of installed base management operating procedures.

oActivities carried out: 1) Management of a team of 15 people, including 2 technical experts (coordinators and trainers for junior engineers), 2) Recruitment and onboarding of engineers and technicians, 3) Management of the workload and planning of activities, for on-site setup in France and installation abroad (Taiwan, Korea, China, Canada, USA), 4) Strong collaboration with the Production Director and the Group VP Operations.

oResults obtained: 1) Implementation of monthly team meetings and planning reviews, operational startup of a new clean room, coordination and operational management closely with the teams, 2) Recruitment and onboarding of 3 engineers, 3) Management of the workload and capacity in close collaboration with Program Management, Operations Management, and R&D, 4) Participation in the development of the budget and training plan for 2024, implementation of performance improvement actions.

oActivities carried out: 1) Dynamizing exchanges between R&D, supply chain, and operations, 2) Collective sessions for identifying improvements in efficiency and operational margin, 3) Analysis of future skills needs based on the evolution of revenue distribution in 2024-2025.

oResults obtained: 1) Relaunching of R&D test benches, planning of R&D – Operations setup sessions for next-generation electronic modules, support for purchasing in assisting strategic suppliers, 2) Initial actions taken to improve certain tools and processes, transmission of the action plan at the end of the mission, 3) Positioning of experienced engineers as referents and support for junior engineers, establishment of a skills development and versatility plan.

oActivities carried out: 1) Working sessions with the General Management (formalization of the development plan), agency managers, and company trade representatives (qualification of issues across the company's 5 trades, 2) Search for solutions between trades), 3) Co-construction with the Management Committee of the improvement action plan, 4) Monthly monitoring of the action plan with General Management.

oResults obtained: 1) Formalization and sharing of the company project, 2) Action plan to improve collaboration between trades, 3) Optimization of the organization and collaborations between operational functions.

oActivities carried out: 1) Working sessions with the executive (company value chain, formalization of the company project and vision, establishment of a development plan, identification of delegable activities) and with operational staff (taking charge of tasks delegated by the executive, proposing solutions for improving operational efficiency), 2) Co-construction with the executive of improvement and business development action plans.

oResults obtained: 1) Formalization with the executive of their company project and responsibilities, 2) Overhaul of processes and operating methods with operational teams to take charge of tasks delegated by the executive.