Olivier RICHARD

Together with 3 partners, I'm running Dynargie Switzerland, a company specialized in the assessment, training and coaching of managers from all kinds of organisations. Our goal is to turn managers and experts - whether they are young high potentials or seasoned executives - into effective leaders of their teams, resulting in more efficiency and contribution. We also offer training seminars to help managers be (more) effective in sales & customer relationship, project management, and change management.

I was in charge of press relations, stakeholder communications and corporate social responsibility (CSR) globally for this Swiss-based medtech company, the world’s leading manufacturer of hearing instruments (1.3B€, 8,000 people). With my team, I rebuilt a strong and successful PR function after a media crisis in spring 2011 (CEO and CFO fired following Governance issues), and I fully reengineered Hear the World, the company’s CSR and awareness program.

My initial mission was to lead the product communication strategy of the Service business (4B€, 20,000 people): I created the function (team, tools, processes) and defined relevant messaging / action plan. From spring 2009, as a result of the economic downturn and as a new assignment, I took on communications for gas and nuclear power, with the goal of drastically reducing costs while keeping momentum and impact.

I organised and led all external and internal communications for this fast growing, global professional services corporation (sales doubled in 5 years, more than 30,000 employees worldwide). I built and managed an international communication network (about 30 major subsidiaries and business units) to ensure full deployment and consistency of the company’s image, supporting business imperatives.

I contributed to enhance Microsoft’s image and reputation in Asia Pacific, particularly in China, and streamlined the communications practice across subsidiaries in the Region.

I defined priorities and set-up to optimize Microsoft’s corporate reputation and product image in France.

I set-up a marketing strategy enabling profitable growth on a highly competitive mobile phone market.

Responsible for developing Compaq PC sales to several large non exclusive resellers, initiating a series of marketing programs and incentives to activate their sales forces (about 75 people). Achieved 108% of my objective in 1994 (sales of 40 million euros), with a market share increased from 25 to 45% in 2 years at the main reseller I was responsible for.

Drove a major expansion of Compaq’s channel in France to cover the SME and home segments; implemented key indicators to analyze the PC market, with adequate reporting to the management; launched from scratch a direct marketing initiative to better engage with customers and prospects.

Created and implemented the key business indicators of Compaq’s reseller channel in France; designed mailings, announcement kits, incentive programs to increase Compaq’s business in the channel

Recruited and managed local agents or dealers in the Middle-East; built commercial offers and answers to tenders; organized after sale service; reached my sales objectives in 1987 and over-achieved them in 1988.

Collected and analyzed data about the local market; organized 50 visits of French businessmen in Osaka.

Marketing