Guillaume SASSUS

En résumé

Entreprises

• Bain & compagnie - Consultant sénior

  2011 - maintenant Bain & Company is one of the world's leading business consulting firms advising global leaders on their most critical issues and opportunities: strategy, marketing, organization, operations, technology and mergers & acquisitions, across all industries and geographies.
  
  
  Corporate strategy and business development
  • Conducted strategic review of business portfolio for a leading industrial equipment company. Defined alongside top executives company core business and set objectives by business units
  • Identified and evaluated adjacent business expansion opportunities in financial services for a multi-billion global retail company. Defined specific capability building plan through partnership and acquisitions
  • Developed M&A strategy for leading industrial equipment company. Conducted screening, valuation and due diligence (market attractiveness, business model evaluation, synergies) of targets worth from €80 to €250M
  • Led due diligence projects for industrial and financial investors, researching business sustainability, assessing investment risk and developing EBITDA projections
  
  Operations and performance improvement
  • Conducted a full potential assessment for a multinational industrial equipment company involving 5 plants across Europe, China and US. Identified cost and cash optimization opportunities (manufacturing optimization, complexity reduction, procurement improvement, G&A reduction, working capital reduction) resulting in 15% working capital reduction and 4 points EBITDA impact
  • Implemented a revised product strategy for a global hydropower plant company. Redefined interaction process with customers to optimize product offering (cost versus customers’ requirements). Structured a comprehensive product library to manage product portfolio at a CEO-level and track new product strategy performance (cost, lead time and customer management)
  • Redesigned sales force structure and customer approach of leading logistics company accordingly to new market trends and portfolio evolution
  
  Change management, team leadership and client relationship
  • Conducted a 5,000+ employees company transformation program involving salesforce optimization, process/operations optimization, international strategy redesign
  • Designed and facilitated a series of top management team workshops for a leading global industrial company resulting in executives alignment on next 5 years strategic vision
  • Interacted and delivered presentations to C-level executives. Supported a newly appointed executive committee in the turnaround of major newspaper facing a severe market downturn. Defined blueprint for organization and identified initiatives to restore profits within 24 months
  
  Problem solving and analytics
  • Undertook comprehensive analysis of supply chain to improve product cost and quality management
  • Designed footprint model to optimize landed costs for 4 plants across Europe and China
  • Built detailed financial models on potential targets to forecast synergies, future cash flows. Performed sensitivity analysis and assessed different exit scenarios on investments.

• Safran - Responsable conception fabrication CEI pièces tournantes

  Paris 2004 - 2009 Snecma, SAFRAN Group France/United States
  One of the world's leading manufacturers of aircraft engines, Snecma designs, develops, produces and
  markets engines for civil and military airplanes.
  
  Senior Manager, promoted from Team Manager and Project Engineer
  Selected by Senior Management as high potential candidate
  
  Organizational Restructuring and Implementation
  • Initiated and led an reorganization combining design and manufacturing office into one working unit; surpassed forecasts by cutting costs of production by 30% and lead time by 50%. Persuaded senior management to reorganize all units accordingly; involving 300+ employees over 5 divisions.
  • Conducted a LEAN six-sigma transformation in a manufacturing context. Implemented structural change programs, visual performance tracking systems, and lean principles; resulting in a 20% productivity increase.
  • Instituted an optimized cross-functional process for quality control that cleared backlog and decreased resolution time by 4 months; resulting in a 2M€ gain in 2009.
  
  Leadership and Team Management
  • Led a cross-functional team of 25 engineers and technicians, in charge of designing and manufacturing the most critical engine parts over 5 plants worldwide with a 150M€ turnover.
  • Designed and implemented employee mentoring and coaching program; resulted in an increased staff performance and the highest rate of promotion per capita in the division for 3 years consecutively.
  • Delivered presentations to senior managers and VPs on a quarterly basis to pitch new project initiatives that improved productivity and reduced costs of production.
  

Formations

• INSEAD - Institut Européen D'Administration Des Affaires INSEAD

  Fontainebleau 2010 - 2010 MBA

• ISAE - ENSICA

  Toulouse 2000 - 2004 Ingénieur

Réseau

• André WEI