Xavier FOURNY

- Creation of sales activities by generating strong demand across various Business Areas in Europe, with a particular focus on Luxury, achieving growth of over 14% per year. - Organize the introduction of new products and solutions to the market. - Implement international sales programs through multiple channels (direct, indirect, and OEM). - Develop a global, highly qualified customer database. - Continuously enrich and update sales rhetoric. - Ensure the achievement of key performance indicators (KPIs).

Responsible for the design and implementation of a new sales and marketing program (After-sales), achieving a growth target from EUR 150 million in 2013 to EUR 500 million by 2020. - Developed global sales models (Pull) based on business areas, incorporating multiple sales channels. - Created a customer cluster map (ABC analysis with hit rate measurement). - Established a Customer Intimacy program.

- Responsible for developing and executing the international sales strategy. - Designed and implemented an innovative sales model. - Developed a European sales network. - Managed an international sales team of five members. - Reported directly to the CEO. Highlights: - Launched international sales activities from the ground up. - Secured 50 partners within 15 months.

- Creation of global sales model encompassing all Q.Cells PV activities. - Responsible for Q.Cells thin-film subsidiaries sales activities. - Management of sales distribution activities. - Directly reported to Global Sales Director. Highlights: - Responsible for sales amounting to 160 Mio €. - Sold 50% of all CIGSe thin-film modules. - Responsible for sales to 3 largest CIGSe thin-film based solar installations, worldwide (2010).

- Director of PX Group Sales & Marketing activities. - Development of strategic programs focused on segment diversification. - Creation and maintenance of a new pricing strategy. - Management of direct sales and agent activities. - Managed team of 4 directly and 13 indirectly in matrix organisation - Directly reported to C.E.O. Highlights: - Increase of margin (1%) after portfolio reorganisation. - Introduction of a variable part (30%) in K.A.M contract.

- Worldwide responsibility for pull marketing. - Development of a cost-effective B2B pull marketing program (e.i: Heidelberg Dialogue Forum -71 hits on Google-). - Strategic planning and implementation of exhibitions (DIMA 2002 & drupa 2004).

- Worldwide responsibility for the development of O.E.M spare parts (50 Mio €). - Creation of a worldwide O.E.M sale & marketing strategy (captive market + push & pull program) and implementation into the main subsidiaries. - Definition of the Sales & Operation Planning Process. - Calculation of “Smart Sourcing Project” (improvement of direct supply chain from suppliers to subsidiaries).

- Worldwide responsibility for the launch of consumable spare parts, supplies and equipment - Selection of products and suppliers with special emphasis on negotiation of contracts (discounts of 50-70%, without quantities commitment) and extension of the Heidelberg branded range of products. - Product development and launch (with optimal products range) including product management policies (relation with sales and other units, structure of the part number, SAP implementation…) and building of the transfer

- Creation and lead of multidisciplinarian project development team. - Management of existing product line. - Responsible for the creation of new product lines (95% of the portfolio). - Responsible for contractual agreements with foreign partners. - Stimulation of product sales (marcom) & driver of sales network. - Managed four Product Managers - Directly reported to C.E.O.

Managed and developed the industrial range of products (2000 items), with turnover of 9 Mio €. Liaison between the sales team and production, managing 3 lines of products (drafting, organization and filling) also initiated products line from Neolt spa in Italy. Tasks included statistics, logistics, writing catalogues and brochures.

Took over sales district previously unmanned for 6 months; realised sales of 290 k€ after three months. Achieved forecasted sales (390 k€) after only four months (28% above annual forecast), inclusive minor 4% customer discount.

Marketing, Strategie, Finance

marketing, strategy and business administration