Paul Fournet

Overall responsibility for the operations of the European laboratories in Destructive testing and Non Destructive testing. P&L, Strategy, Improvement, operations, functions and sales. Includes sites in France, Germany, Netherlands, Czech Republic and UK.

Element (previously Exova) Full responsibility of the 2 French sites in Toulouse and the Spanish site in Seville. Overall about 120 team members. P&L performance management, group strategy deployment, local strategy definition and budget ownership.

- Ensure employee safety and local regulations - Full accountability for the P&L performance of Plzen, Toulouse and Toulouse PTP sites - Drive sites Quality, Cost, Delivery and People performance - Ensure customers satisfaction - Drive sites improvement plans - Definition and implementation of budgets - Take responsibility for new service launch and project status - Ensure proper staffing and people development

- Improved Non Promoter Score from 5 to 25 to 33 in 2 years - Increased revenue by 7,3% and EBITA by 36,5% in 2 years - Reduced production cost, re negotiated all sub contractor contracts - Transformed technical structure to support daily activities of the site - Maintained number of non compliance while increasing revenue As a General Manager I was responsible for : - Full P&L responsibility, operational and physical plant management. - Development and implementation of Business plan in compliance with division strategy. - Implement progress plan through the site organization and operations - Business development and revenue growth - customer relationship - Development of new services with existing and new customers

- Improved productivity on 2 main process flow (+100% & +73% qty produced) - Implemented visual management of flows - Deployed objectives by value stream - implemented first scheduling systems - Designed the layout of the new facility and effectively managed plant move to a new building Deliver operational performance and excellence measured by the key operational performance indicators, on time delivery, lead time and quality. Drive and support site management teams and single contributors towards "best in class" practices - empowered accountability, and continuous improvement mind set.

Supervise 5 team leaders and about 25 operators over the cutting, bending and welding departments. I was in charge of the operation and the deployment of lean principles through the areas in order to meet the objectives in safety, quality and productivity.

Supervise 6 team leaders and about 40 operators. I was in charge of production for 12 production lines from bending to welding. My actions were focused on implementing lean concepts to increase productivity. During this period I also took on responsibility for several other mission on an temporary basis broadening my experience within the plant.

Production System efficiency manager. Responsibility to drive lean principles, define lean plans and objectives using value stream mapping and cycle time analysis within two plants. I provided expertise and experience to assist the plant management teams in achieving group standards. - Drive all lean workshops on both sites ( Kaizen, Kanban, SMED, 5S ) - Training of management team and operators on lean principles