Pascal Martin-Daguet

Slowing or reversing the decline of Arctic ice by enhancing its natural thickening, e.g., pumping water on top of existing ice where it would freeze.

Real Ice aims at re-icing the Arctic using unmanned underwater vehicles to slow down climate change

Responsible for delivering all ground improvement projects of Menard Geosystems in Asia, including recruitment and training of project managers, while using his experience in Asia to help developing commercial activities. Ramped-up team efforts on Project Cilegon in West Java where Customs clearance concerns had prompted a five-week delay. Clawed back time to complete the project to a 12-day within-scope delay—an accomplishment praised by the client.

Trained 137 experienced project managers across the world. As one of four trainers, presented a six-day project management training course for the Soletanche-Freyssinet Group in Europe, Middle East, America and Asia. Elevated trust and provided mentorship—promising a personal availability ‘lifetime guarantee’ to graduates of training. Subjects included cost studies, budgeting, cost controls, quality/safety environments, customer relationships, negotiations, leadership, risk and opportunities, legalities, bank guarantees, contracts management, sub-contractor and supplier management

Developed and implemented an ambitious plan of reforms to adapt to changing market conditions with the aim of sustaining turnover and profitability. The plan is designed to produce durable changes on three main axes: - Environmental: change of office to a modern setup to boost moral and adapt company’s culture - Organizational: identification and training of the future leaders of the company - Strategic: re-defined the market segment’s targets and brainstormed action plans with the four business unit managers in charge of new structures, building and nuclear, geotechnical, repairs

Represented the Shareholder (Soletanche-Freyssinet) in Indonesia to re-structure the local company in order to adapt it to the current economic expansion of the country, to increase turnover and to return to profitability. - Modified the company’s management organisation, recruited 12 new key staff, introduced procedures for cost estimating, project management, cost control, HR, financial reporting; trained project managers. - Set-up a new and modern office and used change management technics (ADKAR method: Awareness, Desire, Knowledge, Ability, Reinforce) in order to induce cultural changes and to adapt the local subsidiary to the culture of the holding company. - Engaged in commercial activities in order to expand the order book (77km of monorails, 4 stay-cable bridges, major building construction, repair works); initiated participation to national and international conferences to return the company to its leadership position.

✔ Set-up a sub-division of Freyssinet International in Far East Russia (Freyssinet Vladivostok) including registration with all Russian Departments, tax, Social Security, immigration, accounting, banking, legal matters. ✔ Managed procurement and installation of 360-stay cables on two mega-bridge projects—The Golden Horn Bridge and the Russky Island Bridge—the longest span bridge in the world. ✔ Reported directly to the Board of Directors. Freyssinet, Russia. ✔ Led and empowered a team of 71 young people in Vladivostok—a hostile environment of -30 degree Celsius temperatures in a 24 x 7 work environment. The construction of stay-cables for two mega-bridges, was a significant project and relied heavily on a motivated, productive, and safety conscious work teams. Ensured every member of the team was provided first-hand access to voice professional or personal concerns and find empathic solutions any time of the day or night.

Doubled the profit margin and reduced the carbon footprint by 50% for a cable-stay replacement for the 8 km Penang Bridge in Malaysia. Ensured the on-time completion while maintaining 24-hour/day bidirectional flow of 135,000 vehicles per day—a global first in innovation for both technical and human challenges. 35M-euro project.

Completed and achieved profitability (despite a 3-year delay prior to coming on board) for the construction of the 2.7 km Sungai Prai cable-stay bridge in Malaysia. 10M-euro project. Managed a claim, mediation and arbitration process.

Programmed and coordinated an on-time completion of the earthworks and viaducts sections of the new Eurostar rail link in East London. 50M-euro project.

Established the main project management tools and systems for the local construction manager of an 80,000-seat Olympic stadium in Turkey. 174M-euro project.

Coordinated a gas power plant project in Guangzhou, China.