Co-founded SP-Innov, financed with venture-capital (Regional Investment Company Brussels) and private equity.
The company developed superior digital testing methods, in close collaboration with the Free University of Brussels, for Sound and Vibration applications.
Customers included Philips, ATEA, FIAT, SKF, European Space Agency, CNES (France), ...
NEAR-MONOPOLY IN ATC
Entered a 4.5M$ technology partnership with Samsung to develop the first customized LCD for use in Air Traffic Control applications. Disrupted the existing CRT technology and replaced the incumbent market leader (Sony) with a unique LCD product. Tested the market, installed pilot projects and acquired a near-monopoly (90% WW market share), resulting in annual revenues above 40 M€ with double digit profitability.
CARVE OUT FOR DIVESTMENT
Managed a carve-out project, to separate the company's Defense & Aviation business as a standalone organization from its parent, and to prepare its divestment. Assessed the organizational readiness, defined the stand-alone organization and its business process needs in agreement with all parties. Defined a transition plan for ongoing operational support and established a contractual context to y integrated the Defense & Aviation business unit into its future mother company (Esterline).
ACQUISITION & INTEGRATION
Acquired three high-tech companies and integrated them into the existing organization :
TEXEN (France) added 20M€ revenues to the defense business.
ORTHOGON (Germany) accelerated the growth of the ATC business.
X2O (Canada) added networked visualization software to the Retail & Advertising business.
ESTABLISHED SALES & SERVICE ORGANIZATION IN CANADA
Moved to Montreal to set up a local Sales & Service organization. Incorporated a local entity, hired the Canadian staff and acquired a Canadian software company. Established a network of Canadian business partners and doubled the company's revenues.
Established senior management relationships with Barco’s main partners in Canada, and won over IMAX and Solotech from Barco’s main projection competitor.
Started a Change Management Office (PXO)
Created an internal task force and set up a company-wide improvement program, to be rolled out over 3 years. Hired a team of Change Management consultants, and used a common change management methodology.
Set up a program management and reporting system, to ensure proper and timely program roll-out.
- The Customer-To-Cash project generated 34M€ of additional cash in 9 months time.
- The New Product Introduction program improved the development throughput time by 30%.
- The S&OP project introduced a supply chain management system, improved On-Time Delivery and vastly reduced obsolete inventory.
SCOPE & ANALYSIS
PROPOSE & PLAN
DESIGN & IMPLEMENT