Pierre Chaix

Directing Manager de Transition Missions d'accompagnement en qualité de PDG, DG ou de Directeur de centre de profit, d'une entreprise, d'un groupe industriel ou d'un fond d'investissement cherchant à developer globalement ou partiellement les performances de son activité en transformant rapidement son organisation sur le plan culturel, fonctionnel ou structurel. Fédérer avec efficacité les équipes autour d’un projet commun de mutation commerciale ou industrielle, exigeant une conduite du changement vers un nouveau business model, la création de valeur par l'innovation sur un marché existant ou encore une croissance externe en environnement international.

Président du groupe ALI – France (depuis 2016) Président du groupe AFE Bakery (depuis 2015) • Management opérationnel de 8 sociétés Européennes (CA 150 M€, 600 personnes), leader dans la fabrication d’équipements destinés au service alimentaire pour la restauration et l’hôtellerie haut de gamme ainsi que la boulangerie artisanale. • Définition et mise en place d’une stratégie de croissance internationale fondée sur le développement de multimarques industrielles (CFI, ESMACH, BONGARD, PAVAILLER, ROSINOX, FRIGINOX), destinées à un réseau mondial de distributeurs et de concessionnaires. • Retournement des sociétés ROSINOX et FRIGINOX • Restructuration et réorganisation de l’activité AFE BAKERY permettant une croissance de la profitabilité de 10% à 14%. • Création d’un service utilisateurs innovant et captif en intégrant des fonctions e-commerce de haute technologie dans la conception des nouvelles gammes de produits. Création d'une offre de financement BONGARD - Finance • Création d’une Business Unit « Service », fondée sur un hub logistique centralisé pour le secteur de la boulangerie artisanale. Création d'une CRM.

Managing an international 400 employee Business Unit of 4 companies located in China, Japan, USA, and France, specialized in equipment and global solutions of Filling and Sealing applications for the car industry and para-industry sector. Turnover: 60 M€ in a niche market of 250 M€. Accomplishments: Restructuring and optimizing the organization of the subsidiaries in France, China, and USA to turn around these companies and improve the BU Gross Margin by 2%. Transferring R&D competences and industrial best practices between Japan and France. Mutualization of industrial, sales and services inter-company resources in the BU. Monitoring the cost controlling for project order mode to improve the gross margin by 2% in the French subsidiary. Introducing a new order processing for the product mode with a Design-To-Cost approach aiming at diversifying the BU activity into HVAC applications. COVID 19 crisis management.

Building and Managing a new worldwide Business Unit, encompassing initially 16 companies and 1400 employees, leader in the designing and manufacturing of “Compact” industrial heat exchangers, used to cool and refrigerate, with air, industrial processes and engines. Turnover: 300 M€- EBITDA – Margin: 15.2% 3 restructurings and two mergers of European companies to improve the Business Unit resilience against the market volatility and stabilize the EBITDA One External acquisition Implementing a new manufacturing site in the USA and two factory extensions in two low -cost countries (China and Poland) Standardization and harmonization of the product ranges and launch of three new successful prod-uct ranges Elaborating and implementing an internal and external communication plan at BU level

Managing a growing Business ( 70 M€) of a 160 employees Subsidiary of the C-Division (Process equipment), focused on the production and commercialization of air-coolers, and dedicated to Power Generation Process, such as Gas Turbine, Diesel Generator and Nuclear Plant. Im-plementing a group strategy of external growth and developing industrial and commercial synergies among the group subsidiaries. Integrating two group acquisitions- Restructuring the production workflow and supply chain- Im-plementing an ERP system (SAP)- Delocalising two production lines in Poland and China. Growing the turn-over from 30 M€ to 63 M€ in three years, thanks to a productivity increased by 25% each year. Improving EBT from 1.3 M€ to 8 M€, EBIT-Margin from 7% to 13% and increasing Gross-margin by 30% in three years, with an Export turnover rate growing from 52% to 82%.

Leading engineering and designing of car body paintshop within turn-key and BOT projects, ranged between 500 T€ and 1 500 T€. Quotation, presentation to customers and negotiation of commercial offers. Commissioning Supervison (Oct 93 - Oct 94) on the Site Ford-Portugal: Supervising final work and commissioning paintshop processing until equipment handing-over to Ford (recruiting and leading a commissioning multinational team of 100 people)

Leading retailers and agency networks for the supply of sintered mechanical parts in Europe. Selling to car constructors a sintering manufacturing process tailored to new gear box functions.

Managing direct and indirect B to B sales of integrated IT systems (including financing) to industrial companies.

Research on stress corrosion cracking for aluminium alloys at the Institut Polytechnicum of Zurich within a military programme financed by the Dassault Company