Who am I ?
My personality and my values
Visionnary and pragmatic, full of creative energy and committed to the end, I bring people together, as a leader who will drive your teams towards the goal, towards your vision.
I like to innovate and make breakthroughs that enhance the value of the company, both strategically and operationally.
Authenticity and loyalty are essential values for me. At the top of all values is the respect of people and ideas.
From experience, I would advise you to consider the ideas of all ressources: listen to the operators who use the machines, the staff who prepare the packages, the salesmen, who talk to your customers. They do it, they know. Respect and consideration must be at the top of any project you embark on.
My education
- CEO Browning Worldwide, Herstal S.A. 2011-2020
- CEO Browning International S.A. (Europe) 2007-2011
- COO Browning International S.A. 2002-2007
- European Financial Director for Browning S.A. 1998-2002
- Arthur Andersen & Co, Audit Manager (Brussels) 1991-1998
- Master II in Business Administration, University of Liège, Finance. High Honors
- Master II in Economic and Social Sciences, Free University of Brussels, Business and Administration, High Honors
- French, English, Dutch and German notions
My professional experience
As a young graduate, I joined one of the largest financial auditing groups, Arthur Andersen. I learnt the basics of auditing and consultancy, the method, the client approach,...
After 7 years of working in auditing, I was hired, by Browning S.A. worldwide leader in design, manufacturing and distribution of innovative and technical products (hunting and shooting), as a European Financial Director.
I had to overcome an important crisis management challenge - it was no longer acceptable to lose money and put everyone back on track, I loved it !
I had to reshape everything: the product offering, the marketing plan, the distribution and above all, the company values, to go from a self-centred company to a company putting the customer at the heart of its values. In short, it was a drastic cultural shift.
It was a "do or die" moment, and we did it - after 5 years, the company is back in the green, with cashflow, positive results, and turnover increase.
I continued working to optimize the company, constantly improving processes over and over again, from start to finish and all around the world, to make the company a B-to-B-to-C star !
With more than 1000 customers in Europe and 1800 retailers in the USA, including small shops and large distribution chains, using direct distribution (not intermediaries), we were completely devoted to our clients - we had to be at the top in all areas.
Customer satisfaction was our obsession, and everything was tied to this objective – our organisation, our processes, our cross departments operation meetings, our KPIs, and so on.
I then became CEO, in charge of a all departments handling R&D, products, marketing, sales, supply chain, finance, and human resources. My job was to define the horizon, the vision and the execution plans, always with my teams, all aligned on our objectives and keeping customer satisfaction in mind.
