Grenoble INP-Pagora

MANAGING DIRECTOR at SOTIPAPIER

Vertical Integration
Value creation
Strategic development ( purchasing, sales,....)

SOTIPAPIER

Director Strategic Development

Definition and implementation of the industrial strategy ( 2 production lines, sack Kraft paper and fluting/Test liner, 50 000 tons/y, 280 employees).
Operational site management: recruitment, organisation, working procedures, budget, reporting to the board.
Selection and implementation of industrial investments.
Introduction of the company (IPO) on the Tunis stock exchange ( March 2014), prospectus, meetings with international investors, work with brokers, presentation to financial analysts,media and public.

Managing Director

Designing and negotiating takeover projects of industrial organisations

PROJECTS

MANAGER

• Creating and implementing the group’s policy in the Asia Pacific area ◦ Member of Comex World
• Managing the acquisition strategy in China, India and South Korea: identifying potential targets, carrying out due-diligences, negotiating contracts with sellers
• Setting up Joint Ventures with local companies: legal and financial arrangements, interface with banks, the group’s financiers, supervising the technical aspects of contracts 
• Takeover and development of businesses in the Asia Pacific region with 2 operational units in China: managing 230 employees to produce 42,000 tonnes of tubes per year
• Improving production quality: implementing site specialisations, professional development for staff and deploying a principle of continuous improvement 
• Coordinating production across China: launching a 2nd transformation unit in China, researching synergies, implementing logistical management and a supply chain procedure between the different production and transformation sites in China

CORENSO ASIA PACIFIC

DIRECTOR , Business development

• Developing performance and competitiveness in the French (85,000 tonnes / year, 90 employees) and Spanish sites (40,000 tonnes /year and 140 employees) ◦ Member of the European Technical Committee
• Operational management of sites: recruitment, setting up middle management, deploying training plans, drafting and monitoring budgets, creating dashboards and a reporting system
• Activating and monitoring investment and modernisation plans after the acquisition of transformation sites in Spain. Optimising costs and stocks. Lowering cost price in Spain
• Streamlining operations: synergy research and introducing flows between production in France and transformation in Spain. Maintaining the margin. Increase in ROCE from 5 % to 20 %
• Recasting the sales strategy in the Spanish sites: reviewing ranges, revising prices, launching added value services, referencing with key accounts ◦ Turnover = + 10 to 15 % / year

Philippe Lacoste