André Hardy-General Manager - Agri-food Sector
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Experience
Deputy Managing Director
Laiterie Terre de Sèvres - Transition Cooperative laitière de la Sèvre
Turnaround and reorganization assignment for an agricultural cooperative: support for the new shareholders during the takeover of the company, creation of the new legal entity, setup of governance, definition of a 2025-2028 business plan to secure funding from a banking pool
- Achievements: Stabilization of teams; finalization of the banking pool (securing €20M in CAPEX); definition of a development strategy with revenue up +22% at the end of September
- Improvement in net income at the end of September: from 13%
Interim manager specialized in General Management of BUs / development strategy in the agri-food sector
Various assignments for foreign companies in the agri-food sector
Company takeover project
Business Unit Director - Eastern Europe
Zott
Revenue managed: €400 million, 6 commercial entities, 3 plants in Poland, management of 150 people.
Full responsibility for the Business Unit P&L. Definition, implementation and monitoring of budgets and the P&L.
- Creation of new subsidiaries in Russia and Turkey: +€35 million in 2 years, i.e. 10% additional revenue for the BU
- Project development & management: strategic partnerships in Poland, change of distributors in Ukraine / Adriatic region and Bulgaria, +25% revenue
- Definition of a Private Label strategy alongside brands: prioritization of categories / products / retailers / dedicated organization: between +10% and +30% revenue on prioritized categories
- Coverage of all distribution channels: retail chains, hard discount, traditional trade, wholesalers, Horeca, importers & distributors: between +5% and +25% revenue by country
- Reorganization of the Central Europe region: Creation of a back office in Bratislava (logistics, marketing, sales management).
- Removal of country GMs / country sales directors. Complete reorganization of logistics flows: reduction of structure costs between 10% and 25% by country
General Manager of Business Unit
Lactalis Parmalat
Managed revenue: $5 million, 3 commercial entities (Chile, Peru, and Argentina), team management of 10 people. Full responsibility for the Business Unit P&L.
- Creation of the Parmalat Peru subsidiary in coordination with lawyers / management of import licenses with local authorities.
- Development: signing of strategic partnerships with local chains (Supermercados Peruanos) and regional chains (Wallmart, Cencosud). Development of a Private Labels strategy alongside international brands.
- Coverage of complementary distribution channels: traditional trade, pharmacies.
- Development of a strategic partnership for infant milk with Gloria (co-packing) and Sanofi.
- Organization: redefining distribution agreements with local distributors (Peru, Chile and Argentina).
- Revenue growth of 45% in 2 years
General Manager of Business Unit
Lactalis Central Europe
- Managed revenue: €30 million, 3 commercial entities, management of 13 people.
- Creation: presentation to the Lactalis Europe board of the creation of the new BU, creation and organization of the new subsidiary.
- Development: definition of a new business model in Austria, Slovakia and Hungary. Development of a Private Labels strategy. Coverage of all distribution channels (GMS, HD, Horeca and wholesalers).
- Revenue growth between +8% and +25% by country
- Organization: new commercial and distribution setup in Austria: shift from 3 distributors to 1 distributor.
- 30% reduction in distribution logistics costs
- New commercial organization in SK and HU with a KAM for the traditional network
General Manager of Business Unit
Lactalis CZ
Managed revenue: €100 million, 2 production plants, 2 commercial entities, management of 450 people. Full responsibility for the Business Unit P&L. Definition, implementation and monitoring of budgets and the P&L, variance analysis.
- Industrial reorganization: specialization of production sites and closure of 3 sites, integration of the 2 production sites into the Lactalis group quality and productivity standards. Commercial & Marketing reorganization: creation of the marketing department, definition of a category approach.
- Logistics reorganization: 25% reduction in logistics costs following the new tender / new process
- Development: signing of strategic partnerships with local chains (Coop) and regional chains (Tesco, Kaufland). Development of a local and regional Private Labels strategy.
- Revenue gains between +5% and +15% by prioritized category.
- Better coverage of distribution channels: traditional trade (Coop, CBA), Horeca: between +10% and +20% in revenue
Key Account Manager (Auchan and Casino)
Lactalis Butter and Cheese
Marketing and Sales Director
Inverhouse Distillers
Marketing Director and Store Manager
Delpeyrat
Group Manager, Spirits / Senior Product Manager
LVMH, Wines & Spirits
Various sales and marketing roles
Groupe Lactalis
Industry Experience
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Experienced in Food and Beverage, Manufacturing, and Agriculture.
Business Area Experience
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Experienced in Sales, Marketing, Operations, Strategy, Finance, and Logistics.
Summary
Proven expertise in managing and developing profit centers
Skills
- Dairy Industry / Value Chain Analysis / Strategic Vision
- Deliver Profitable Growth / Define And Deploy A Development Strategy
- Improve Performance / Optimize Organizations (Subsidiaries, Bus, Plants)
- Turnaround / Crisis Management / Leading Cross-Functional Teams
Languages
Statistics
Experience
Global Experience
Expertise
Profile
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