Jean-Maurice Ferauge

For companies that breathe life into our wardrobes, car interiors, furniture and more, Lectra is crafting the premium technologies that facilitate the digital transformation of their industry. Lectra’s offer empowers brands and manufacturers from design to production, providing them with the market respect and peace of mind they deserve. Founded in 1973, today Lectra has 32 subsidiaries across the globe, serving customers in over 100 countries. With nearly 1,700 employees, Lectra reported revenues of $313 million in 2017. Lectra is listed on Euronext (LSS).

Responsible for developing Lectra’s presence in Japan, particularly in the automotive and fashion industries; consolidating Lectra’s value proposition in the field of services; identifying, developing and directing the implementation of business and marketing strategy; cultivating the company’s reputation in the market and strengthening Lectra’s Japanese teams. Major Achievements • Revamped the operations and returned to profitability (+2.5% in 2016 vs. -4.5% each year since 2013) • Following an extensive marketing analysis, an innovative hardware solution developed for the Japan market needs allowed the subsidiary to gain market share and replace competition systems (15 projects since Q3 2016) • Responsibilities extended in ASEAN (2016) and China (2017) for the business with Japanese automotive Tier 1 and Tier 2 (Toyota Boshoku, TS Tech, Tachi-S, Nuitec, Daiyu, Otsuka, etc.) • Successfully deployed Lectra new “Industry 4.0” strategy (IoT) with a major project at Kanko Gakuseifuku (Japanese leader for uniforms and sports clothes) against the local competition which was 25% cheaper • Engaged major Fashion schools (Hana Fashion College, Kyoritsu Women's University, Bunka Fashion Graduate University, ESMOD Japan) in Lectra’s Education Partner program

Member of the Company Corporate Management Team. Created the “Professional Services” Business Unit and deployed it in all the subsidiaries. Major Achievements • 60% growth for the business unit between 2014 and 2011 • Led to successful completion the company’s largest PLM project ever (500 users) outside France • Professionalized the solution and project selling processes (Consultative Selling) • Activity and skills managed though a transnational pool of expertise (200 consultants) • Organized the Project Management Office with the appropriate processes and methods • Innovative Consulting offers allowed the company to successfully transform itself

Started a new business line: DS University. Go to market, Business Development and Sales in EMEA

Development of a "Team Selling" partnership with System Integrators; management of the Strategic Partnership with Larsen & Toubro Infotech and sales side of the Strategic Alliance with Microsoft. • “Team selling” global framework definition, governance, identification of the SIs to partner with, negotiation with partners selected and management of the collaboration with sales account teams. • Surpassed the targets of the Alliance with Microsoft, Sales & Marketing agreement renewed for 2010.

In charge of the deployment of the Industry Solution Partnership (ISP), the company’s new strategic Alliance program that was created as an indirect sales channel to increase footprint in 11 industry verticals: partners develop specialized solutions that require Dassault’s software to be deployed. • Performed ISP program refinement, redeveloping the terms & conditions, go to market and governance areas, securing the company’s operating margin and interests. • Companies engaged: SOGETI HT, L&T Infotech, CGI, Satyam, CSC, Keane, TATA Consulting, HCL, Wipro, Cap Gemini, Thales, IBS, Accenture, NS Solutions, Toshiba Solutions and many others. • Signed MOUs with the Indian companies Argentum Engineering Design and Larsen & Toubro Infotech, and with the Canadian company CGI; signed contract with the French company SOGETI Hightech. • Developed and implemented our strategy for offshore services and outsourcing.

Held full Services P&L accountability for this 300-employee subsidiary in Japan that controls the Asia Pacific region (Japan, Korea, China, Taiwan, Asean, Australia, India) and represents 30% of the Group’s total revenues. Essential duties included structuring the entity in the region, streamlining operations, implementing proper processes to support Sarbanes-Oxley compliance, establishing the budget and pricing structures, developing the business, and hiring or coaching key people for emerging countries management. • Increased Services Revenue in the Asia Geo 15% annually, streamlining operations, and growing the operating margin from 11% in 2006 to 14% in 2007. • Boosted Korean business from no pipeline early 2006 to a $5M operation in 2007, developing a single $5M multiyear project with Hyundai Kia Motor Corporation. • Enlarged Chinese business revenue 150% in 2006 vs. 2005 and 200% in 2007 vs. 2006, closing on, among others, a $1.5M project at Yantai Raffles Shipyard. • Grew the Honda account, Dassault Systèmes’ largest Asia client, business expanded 35% in 2007 vs. 2006 to $6M.

Called in to reorganize Professional Services and develop the business for this 120-employee division of Dassault Systemes; division sells the software portfolio in France, Belgium, and Switzerland for large accounts and SMB. • Managed a group of 60 consultants and subcontractors. • Organized the business unit in three areas (Support/Call Center, Education Services, and PLM Projects), and appointed a manager for each activity. • Implemented an execution system to support operations, including staffing, activity tracking, coordination of subcontractors, and organization of training services, RFP answers, pipeline, and revenue forecast reporting. • Coached the Business Unit Manager to understand and implement Dassault Systemes Services best practices. • Grew services revenues 30% from €11 million to €14.2 million in one year and maintained operating margin in line with target.

Requested by the CEO to take over and structure operations for this 380-employee subsidiary in France specializing in solutions deployment, training, support, consulting, and infrastructure. • Analyzed production plan, revenue and utilization forecast, and optimization of staff activity, tracked business pipeline and contributed to value proposals, managed/rationalized subcontracting, budget and billing processes, and managed operational front and back offices. • Instrumental in increasing revenues 8% from €30.7 million to €33.2 million and improving operating margin 60% from 6.1% to 7.4% in one year.

Appointed by the CEO to manage the Practice Services Department after the company reorganized. • Defined the Department’s development strategy, tracked, managed and refined staff skills, and handled pre-sale support, replies to RFPs, project coordination, and development of business offers. • Generated half of the company’s gross margin (with one third of the company’s manpower) by developing international business opportunities with Toyota, Boeing, and Embraer.

In charge of recruitment, career management, responding to RFPs, project management, and providing high level expertise and consulting for clients in France and abroad (e.g., Alstom, PSA, Honda, Boeing, TMS). • Fostered partnership with Embraer, which acquired software and enablement services (specific development and customization, on-site support and consulting). • Sold project to Embraer to compute preliminary loads for the ERJ 190-200 program. Completed work on time and within budget. • Staff expanded from five engineers performing consulting services on structural analysis to 25 in two years, including projects for Embraer. • Teamed with IBM to win a large implementation, training, and support project for CATIA (one of Dassault Systemes’ products) at Michelin for four-year deployment – the largest project ever signed at Dassault Data Services at that time.

Expatriated from Dassault Aviation to Boeing to implement the Loads & Dynamic Solution (Elfini Aeroelasticity) on 777 and 737x airplane programs. Additionally, coordinated new software development between the two companies, including requirement analysis, ROI, budget and negotiations, and handled troubleshooting, evaluation of new software capabilities, regression testing, and user support.

Hired by the company based on the quality and innovative nature of the research conducted during my Master’s Degree. Prepared research proposals, secured grants from the Ministry of Defense, and frequently demonstrated the capabilities of Structural Analysis Solutions to foreign clients; also teamed with SAAB, CASA, and the Imperial College in London on joint applied research for the European Community.