Vincent Vicart

• Atol Les Opticiens / Steering of the transformation plan (since October 2024): annual scoping of the roadmap (approx. 30 strategic projects/year), animation of project progress monitoring (preparation with project managers/sponsors and animation of reporting to the Executive Committee) and monitoring of strategic plan performance KPIs

• Atol Les Opticiens / Definition of the new 5-year strategic plan Cooper’Atol (9 months): review and feedback from the previous strategic plan, identification and analysis of new expectations and challenges to address (market studies, new customer expectations and priority needs of the brand's Associates, competitor analysis, technological challenges, regulatory changes…), identification and prioritization of strategic levers on each dimension of the business model (offering, network development, communication/brand, operations & logistics platform, internal organization…), validation of priority strategic initiatives, structuring of the plan's axes and storytelling to facilitate communication and adoption, simulation of financial impacts and challenges over 5 years, identification of key KPIs to monitor performance and secure the achievement of strategic ambitions.

• Fnac Darty (3 months): opportunity study on cost optimization / redesign of commercial animation processes

• Made In Design / Printemps Group (7 months): operational excellence for sales teams (receiving, inventories, sales and stock movements…) and cross-functional coordination processes with support functions (replenishment, new products/seasonal changes, sales and commercial operations…)

• Atol Les Opticiens (3 years): steering of the 5-year transformation plan Acceler’Atol

• Invivo Retail / Teract (4 months): definition of the expansion strategy execution model (M&A and integration processes)

• Socoda (10 months): steering of the project to implement a B2B marketplace to develop business with key accounts (specifications, tender, MVP)

• La Halle / Vivarte Group (6 months in transition management / N-1 CEO): strategic diagnosis (restructuring context) / scoping and launch of the tender to change back-office tools for headquarters (references, PLM, sourcing tools, ERP/APS, merchandising)

• EGIS (3 months): diagnosis, internal benchmark and organizational scenarios for the staffing unit of major projects

• Subcontracting for consulting firms (including providing Retail sector expertise in the context of tenders…)

• Atol Les Opticiens (3 months in transition management / COMEX member): Organization & IT Director

• Atol Les Opticiens (3 months): diagnosis, refocusing and steering of the point-of-sale software change project

• Leader Price / Casino Group (6 months in transition management / COMEX member): Organization & Methods Director