Pier A. Rosset +1-281-***-****

ad3u64@r.postjobfree.com

* Masters - Mechanical Engineering https://www.linkedin.com/in/Pier-Rosset

* Executive MBA New Canaan, Connecticut, USA

Vice President, Procurement & Operations / Transformation & Sustainability

Visionary, inspiring, results-oriented executive with a track record in operations, strategic sourcing, R&D procurement, transformation, continuous improvement and M&A integration; International operational experience in medical, manufacturing, energy and technology sectors; Talent to deliver high levels of team engagement and EBITDA growth through a combination of people, systems and financial acumen, in multi-cultural environments; Hands-on entrepreneurial leader.

Strategic Planning Engineering Projects Operational Excellence Power of Influence Change Agent

Strategic Sourcing Supplier Relationship Contract & Negotiation Ethical Standards Design to Cost

EMPLOYMENT HISTORY

TELEPERFORMANCE – IT Mar.2022 – Aug.2023

Vice President, Procurement & Operational Excellence USA, Canada, UK, Philippines Connecticut, USA

Responsible for the vision and implementation of a center-led procurement, encompassing research and development, new product introduction and operations activities; $1.2B in direct spends & projects; 5 direct reports (total 45).

Organizational Transformation: Design a global ops & procurement structure to leverage buying power / create synergies.

Strategic Sourcing: Implemented strategic categories and supplier diversity; Enforced category segmentation, contracts and negotiation, cost reduction programs, and vendor’s risk management. Achieve lead-time reduction in IT procurement projects.

ESG Sustainability: Drive towards Corporate Social Responsibility (CSR) goals for initiatives to reduce carbon footprint.

Center of Excellence: Lead continuous improvement projects, S&OP and Operational Excellence program.

Cost Reduction: Deployed pipeline projects / contracts to reach 11% cost savings on direct spend.

ELEMENT Materials Technology – Energy, Environmental & Medical Oct.2018 – Jan.2022

Vice President, Global Procurement & Operational Excellence London, UK / Connecticut, USA

Turned around and established a procurement function group supporting 90 BUs across 12 countries. Set Hoshin planning. Enforced sourcing solutions, lean operational processes & operational excellence; $300M spend; 6 direct reports (total 36).

Organizational Transformation: Influenced and designed a procurement structure from the ground up in 4 months

Strategic Sourcing: Enforced suppliers’ categories, segments, diversity and contracts; 25% vendor consolidation

Operational Excellence: Set structure and led processes for sustainable sourcing and Operations; 5S, VSM and Lean

Merger & Acquisition: Deployed procurement M&A due-diligence and led integration via synergies and processes

Capital Equipment: Led investments on equipment, research & development, medical / scientific instruments, digital and IT

System & Processes: Defined software ERP roadmap; implemented next generation tools for SC & Operations

Engineering Procurement & Investments: Led vendors services, planning and procurement for multi $M projects

Cost Reduction: Deployed pipeline projects / contracts to reach 10% savings on working capital (parts / inventory)

DOVER – Energy & Medical Instruments Mar.2016 – Sep.2018

Senior Director of Operations & Supply Chain EMEA – France, Germany, Italy

Managed procurement and manufacturing activities for medical pumps line; 650M€ spend; 11 direct reports (total 90). Deployed Hoshin Kanri strategic planning. Led lean operational initiatives impacting supply reliability, diversity and cost control. SOX compliance. Categories: IT (H&S), medical, nuclear, electromechanical equipment, pharmaceutical, R&D, chemical.

Operations: Led day-to-day pump line operations; implemented ops strategy, structure and processes; managed budget/P&L

Ops performance: Monitored results for efficiency issues; Managed working knowledge of ops phases; Trained and mentored

Strategic Sourcing: Implemented sustainable category plans and design to cost programs; 15% vendor reduction

Center of Excellence: Implemented continuous improvement; S&OP; lead time reduction, Lean Six Sigma, VSM, 8 Wastes

Merger & Acquisition: Deployed procurement M&A due-diligence and led integration via synergies and processes

Logistics: Transportation, freight forwarder management; Optimized inventory consignment stock: Turns from 4 to 7

Engineering Procurement: Led sourcing, financial analysis and contract for the manufacturing of biotechnological equipment

Cost Reduction: Deployed pipeline projects through Total Cost of Ownership: achieved annual $3M cost reduction

Transformation: Created synergies among locations, through standardization and simplification.

AlixPartners Feb.2015 – Feb.2016

Senior Consultant, Procurement & Sourcing – also partnering with BTI Consulting Houston, TX

Trusted leader to client groups, providing expertise and advice on efficient approaches to sourcing and operational management, as well as guidance on compliance with relevant company policies and procedures

Planned strategic initiatives and execute operational decisions to implement transformation and allow for transition.

Drove cross-functional teams through all stages of supply chain processes: developing complex projects, multi sites.

Led assignments and implemented supply chain solutions for steel, technology and manufacturing industries.

Delivered best-in-class operational solutions and supply base consolidation via Lean Excellence and change management.

Achieved cost reductions, sustainable sourcing, lead-time optimization and productivity.

SCHLUMBERGER – Energy Mar.2010 – Jan.2015

Strategic Sourcing Manager (Jan’12-Jan’15) Houston, TX

Procurement & Operations Manager (Mar’10-Dec’11) Luanda, Angola - Cape Town, South Africa

Led Hoshin Kanri plans for strategic procurement and sourcing. Managed annual spend of $500M.

Organization: Transformed organization by redefining Procurement & Sourcing teams roles to improve services to customer

Direct purchase: Led procurement of raw materials and products for manufacturing plants, OEMs, chemicals, and MROs; Deployed categories plans for steel and alloys; Set contracts and negotiated terms; Ran audit reviews; Improved P2P process.

Contracts: Led format template, negotiation, implementation and compliance of complex commercial contracts

Supplier Relationship Management: Deployed risk mitigation strategies; Secured capacity in growing market; Reduced vendor base by 21%; Improved KPIs performance: achieved 97% On-Time delivery and 21% improvement on Quality

Capital Projects - Lean: Led procurement activities through 6 Sigma process; Set allocation forecast to enable 100% parts availability; Reduced Lead-Time by 22%; Improved Total Cost of Ownership; managed execution of buildings and warehouses

Working Capital: Led field operations procurement to implement stock levels; Increased inventory turns from 6 to 10

Merger & Acquisition: Deployed procurement M&A due-diligence and led integration via synergies and processes

Logistics: Led execution of equipment transportation, controlled budgets and managed freight forwarders

Cost Reduction: Deployed a projects pipeline for cost savings: $15M on complex parts (2012-14), $10M (2011), $6M (2010)

People: Supervising 17 direct FTEs (total 110), in 3 countries; developed training programs and coaching

CATERPILLAR Mar.2004 – Feb.2010

Senior Purchasing Manager / Operational Excellence (Apr.06-Feb’10) Paris, France

Reorganized and led the business unit procurement operations; $220M annual spend, 300 suppliers; 5 direct FTEs (total 12)

Strategic Planning: Set the supply chain strategy and structured governance with regional VPs; Implemented procurement strategic initiatives: Design to Cost, Supplier-Response-Time, Total Cost of Ownership & Resource allocation, SOX compliance

Organizational Transformation: Created the procurement organization; Set the Operational Excellence program

Strategic Sourcing: Defined suppliers’ matrix, notably for steel and hydraulics; Set procurement goals and projects; Active contracts negotiations; Managed capacity, strategic QBRs and performance with 17% supplier base reduction in 2 years

Cost Reduction: Achieved $13M cost savings in 2009, including logistics, Incoterm, 3PL, and sourcing of products.

New Product Introduction: Responsible for procurement and NPI schedules; 100% on timing and Quality

Programs & Processes: Led NPI programs focusing on lead time optimization; Implemented S&OP to reach product availability; Deployed Sarbanes-Oxley requirements; Conducted Lean process & continuous improvement projects

Capital projects: Managed manufacturing process upgrade and project schedules

People: Developed employees through succession planning organization, mentoring and trainings

LEAN Black Belt Project Manager (Mar.04-Mar.06) – Procurement & Operations projects Grenoble, France

EDUCATION

Bachelor, Mechanical Eng. Supply Chain major (Exchange Program) McGill University, Canada

Master, Mechanical Eng. Project Management major Polytech Lille University, France

MBA - Executive International Business & Strategy EM Lyon Business School, France

Black Belt - 6 Sigma Lean – Project Management – Strategic Sourcing Caterpillar University, USA

Operational Excellence Oliver Wight Caterpillar University, USA

APICS - CPIM Supply Chain Professional training Caterpillar University, USA

Consultant (certified) AlixPartners Consulting firm certification

Continuous education Procurement Transformation – SRM – Risk Mitigation Corporate Executive Board

Strategic Cost Management – Project Management Institute Supply Management - ISM

BOARDS Association for Supply Chain Management (ASCM); Recruiter for GEM business school

LANGUAGES English: fluent; French: native; Italian: fluent; Spanish: basic

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