Christophe GRAPPIN

Executive Turnaround Manager • Build & implement Industrial & commercial strategies to come back to sustainable business & benefits. • Operations Management. (up to 1000p) • P&L piloting and EBITDA growth. (+20%) • Make or buy optimizations • Continuous improvement Defining & deploying (Lean Manufacturing, TPM).(+25% productivity) • KPIs defining & implementing. • Cascading from global company vision to shopflor missions and objectives. • Industrial optimisation (equipments, resources, methods) & productivity growth. • Synergies between Manufacturing Plants implementation. • Industrial transfer per product lines. • Growth development & commercial strategy defining. • Factories closing & social partners (unions) negotiating.

Definition and implementation of a plan to come back to sustainable benefits 5 axes: 1° Safety Behavior. 2° Re organisation and restructuring. 3° Efficient Methodologies establishment. 4° Industrial Tools and Means optimisation/investments including Make or Buy. 5° Business Strategy re-definition. Cherry on TOP: Audit of the Global Eiffage Metal REX process and definition of realignment and improvements solutions

Steel Metalurgy Erasteel Commentry +50 % productivity within 8 months. Back to sustainable positive Ebitda. Preparation before sale.

• Ensure we meet customer commitments and shipments targets, • Create a stronger sense of cross functional team working, • Improve connection to the wider Chromalox organization dependent on France, • Develop a plan to improve performance in a sustainable way for the future growth of Chromalox in the EMEAI region. • Develop new sustainable business model based on high value products and outsource lowest one's. • Restructure and resize the company to optimize product costs and to improve EBITDA: Social plan ended after negotiations with Unions, & gouvernemental instances such DIRRECTE, Labor Inspector, Area Governor, Local Politicians.

Propose to customer dedicated Solutions & Methodologies to improve Business & Industrial Processes & Performances. This include also Change Management training. Dedicated customers: -Automotive industries (Goodyear, AKEBONO brakes, etc...) -Parmaceutical & Cosmetics industries (SPPH, Pfizer, Merk, ...) -Packaging (Tetra Pak, Artenius, ...) -High Tech (Milliken USA...) -Food industries (Danone, Perrier, Coca Cola...) -Chemistry & plasturgy - Electrical Industries (ABB)

Operationnal Excellence Lecturer. Change Managment Lecturer.

Piloting & Implementing Industrial & Technical PDCA to build Tomorrow Excellence Performances in Brake industry. Auditing, SWOT analysing, PDCA proposing to improve Global Intrustry Performances

Helping customers to come back to sustainable benefits by implementation of Plant Optimization Process (including training, coaching, following-up) ie: manufacturing clients to teach and deploy Performance Systems that improve operational performance -Safety, Quality, Cost, Employee involvement and satisfaction. Deploying a robust Performance System is implemented through a high level of employee engagement, a TPM basis, and a focus on eliminating losses. The implementation approach is a strong Change Management methodology which helps to transform the organization.

companies with financial difficulties acquisition • Targets identification (35 audits realized, 2 compagnies selected). • Analyzing Improvements axes. • Analyzing competitors positioning. • Looking for shareholders. • Business Plan Definition; Financial project and files creation. • Acquisitions. • Turnaround & Re-Sale.