Mathieu d'Hubert

Recruited to build the commercial and marketing function of a family-owned B2B watch strap and leather goods group in professionalization. Exec Committee member leading transformation on three fronts. - Commercial: reworked pricing, margins and terms; manage key accounts; hit 2025 target, +7 new clients, NPS +43pts (0 detractors). - Digital: group-wide Salesforce rollout; new website; stronger social presence. - Leadership: manage team of 8, coordinate 3 in Portugal; AQC board member; ran EPHJ booth.

Drove the transformation of international retail performance through digital and client experience. - Designed and rolled out a mobile learning platform impacting 4,700 employees worldwide. - Elevated client experience standards across flagship boutiques in Europe and the Middle East through hands-on coaching. - Built a scalable training ecosystem (33 modules) aligning brand storytelling with commercial performance.

- Training of 59 agents et sales representatives on a dedicated digital platform - Development of a sales booklet: clientele typology, selling ceremony, clienteling strategy - Creation of an onboarding training creation on the brand and the collection : history, values

- Elaborated training strategy for 440 points of sales on brand, collection and sales techniques - Implemented an LMS platform for 3,000 sales associates - Coordinated 21 local trainers: yearly plans seminars, market visits - Negotiated with 2 digital agencies: gamified training app and e-learning - Defined specifications to select a new CRM tool dedicated to the 3 flagship stores - Directly managed a team of 6: mission, job descriptions, recruitment

- Increased the number of boutiques from 10 to 60 on all continents, opening of main flagships - Increased sales by 315% over the period, representing additional sales of CHF 77.5 million - Implemented a CRM tool: +20% sales to repeat customers - Supported local teams: management of 285 people, recruitment of 22 people - Invented the Breitling Challenge, a gamified e-learning in 13 languages: 6,600 participants - Directly managed 4 people, coordinated functionally 42 retail & training managers

- Coordinated boutique projects: location approvals, financing, sales forecasts - Implemented reporting, follow-up, analysis and performance improvement (sales/P&L)

- Controlled distribution: 218 boutiques and 411 corners, and recommendations to licensee - Developed American West-related boutique concept, followed up architects and suppliers - Audited distribution in Europe, Asia, and Middle East: improved positioning thanks to guideline - Piloted global signage change from Marlboro Classics to MCS: design, implementation

- Increased sales in Russia, Africa, and Israel from € 18 million in 2001 to 22 million in 2002, +19% - Piloted operational communication - media/PR/PLV/publishing, launched the Chronoscaph

Fast Moving Consumer Goods Management

Macroeconomics, microeconomics, political economics, institutional law, statistics