Hélène Lyonnet

I lead finance, HR, admin and logistics for 5 international health missions, managing a €3.5M budget and 20+ projects annually. I support donor reporting, grant processes, and the management of 70 local staff, working closely with field teams and local authorities. Bilingual (FR/EN), pragmatic, adaptable and impact-driven.

Retail / Sustainable Commerce As co-founder and president of Le Casier Vert, I led the creation and development of the company from the ground up. My responsibilities included: ▪ Building the business case and presenting the investment pitch ▪ Fundraising and securing financial resources ▪ Launching operations, managing logistics, HR, and legal processes ▪ Overseeing daily operations and team coordination Achievements: ▪ 3 years of successful activity with a positive financial outcome ▪ Recognized as an innovative company in Île-de-France I developed strong skills in responsibility, efficiency, negotiation, persuasion, and strategic decision-making, while building a business from scratch.

Plan & monitor revenue & profit for Out of Home channel (100M€) Business Partering with Sales team Build relevant KPIs Ad'hoc analyses on specifid projects Broadcast monthly business review, forecast & ABP. Manage a team of 5 controlers.

Implement a project for sales team to follow up & forecast customer revenue & investment (Great Britain & France). Design, test & implement technical solution. Design & implement change management plan, including training.

Cumbrian Seafoods Ltd, established at Seaham in spring 2007, provides a range of fresh fish, shellfish and coated products to the UK's leading multiple retailers. It has £117million turnover and employs 300 people 7/24. I am currently the supply chain manager. Reporting to the Operation Director of the group, I am in charge of goods in and goods out: organising deliveries in, booking in, storage (600 dry pallets, 600 frozen pallets), establishing stock policies, picking and distributing 300 pallets per day across the UK. I am managing a team of 75 people: 2 department manager, 3 shift managers, 5 team leader, 3 stock controller and 60 operatives. Main achievements: - Measure and improve the service level from 80% to 99.9%. - Organise the FEFO for raw materials. - Set up a “crude” system to manage raw material stock and forecast. - Set up SOPs to improve the stock accuracy from 35% to 85%. - Excel training (formulas, pivot table, macro, and graph) - Improve GMP’s standard

Coca-Cola Enterprises is the biggest manufacturer, seller and distributer of soft drinks-across France - that-s around 2400 employees, 1600 Millions - turnover in 2006, 5 plants and 1 head office, 1 705 Million litters of drinks in 2006. The main factory, based in Grigny, is producing 2 Million bottles per day on 3 lines. In this non-stop factory, I was the supplying and planning manager. Reporting to the logistics Director of the plant, I was in charge of the procurement and storage of raw material: ordering, organizing deliveries, respecting stock policies and evaluating suppliers - 1000 pallets, 50 Lorries per day, 100 suppliers across Europe. I also scheduled production lines: starting from the forecast produced by the head office, communicated via SAP, we built a weekly planning in a very fast moving environment (10 days stock level). I managed a team of 6 people: 1 supplier and 1 planner assistant, 2 forklift men, 1 optimizer and 1 apprentice. Main achievements: - Decrease raw material stock level from 40 days to 21 days. - Decrease waste from 50 k€ to 2k€ when packaging changed. - Assume a part of the logistics director tasks (out for 1 year): build budget, coordinate logistics team in the factory and liaise with European head office. - Recruit and train 2 new members. - Increase efficiency and team work.

From June 04 to June 07, I was one of the two Supply chain Coordinators based at the head office. Reporting to the Logistics Director, also managing world transport and 8 European warehouses, my missions were to analyze and forecast the demand for 4 markets (Export, Catering, Mail sales and Colleague sales), to coordinate the goods flow between 8 factories and customers (2000 items, chilled, frozen and preserved), and to manage a team of 3 people directly and 10 planners indirectly. Main achievements: - Build, train and drive my team, started from scratch in the new group. - Create and use the logistic network between the just joined 8 factories. - Spread a weekly notice-board to the top management about sales, stock levels and plants production. - Decrease non-conform stock levels by organizing promotion sales. - Set up Futurmaster, software to forecast the demand.

From June 03 to June 04, I was the supplying and planning manager for 2 plants in Dordogne. Reporting to the headmaster, my role was to order raw materials, liaising daily with suppliers; schedule production lines: starting from the forecast produced by the forecast manager, communicated via MRP and excel, we built a weekly planning, scaled by day, detailed by equipments, in order to match customer deliveries at the lowest cost, in high risk conditions, anticipating the Christmas sales peak. Main achievements: - Decrease finished products stock levels by adapting shifts to demand. - Decrease semi-finished products stock levels by scheduling them (before the production team did it).