Akhenaton Lichterowicz - CEO & founder, Almarna

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Work Background

EurofinsOperations Director New Regions, Clinical Diagnostics France

Feb. 2022 - Oct. 2024Ville de Paris, Île-de-France, France

EurofinsProject Management Officer

Oct. 2020 - Jan. 2022Brussels, Brussels Region, BelgiumJoined to oversee a portfolio of transversal projects impacting people, structure, technology and process to see the organisation through a significant period of rapid growth. Liaise with cross-functional teams to align projects with strategic business direction and influence buy-in throughout the business. Increase agility to quickly adapt to changes within the organisation. Communicate project status into key business needs for executive-level discussion. Review, maintain and ensure best practices of project management. Facilitate project reporting, communication and change management. Instil collaboration, create clarity and inspire teams.

ImerysCorporate Project Manager

Nov. 2019 - Aug. 2020Ville de Paris, Île-de-France, FranceDelivered transformational initiatives that helped the organisation achieve its strategic goals by implementing the right projects, the right way, to deliver the right business benefits. Positioned projects for success by defining structured delivery approach as per best practices, establishing project governance standards and laying out a clear plan for execution. Determined change impacts to the people, process or technology and created approaches for successful project outcomes. Built individual and organisation change capabilities amongst initiative teams and key stakeholders via ongoing partnership, active coaching and role delineation. Reported directly to the Group COO. • Built and pioneered a complex system for COVID-19 impact evaluation and analysis across social, financial and industrial aspects with real time visualisation on innovative analysis tools such as Google Data Studio. Recognised for delivering 1st quarter profit loss estimation at less than 5% deviation as later validated by financial controllers. • Led implementation of a global IT solution which improved Group energy performance evaluation and reporting, such as determining CSR impact of reporting CO2 tons emitted. • Rebuilt and updated the Group-wide CAPEX budgeting process with around EUR 300M in scope in collaboration with the industrial direction and all industrial VPs.

ImerysIndustrial Improvement Leader - APAC, Europe & Middle-East

Jun. 2016 - Nov. 2019Paris, FranceRelocated to spearhead “I-Cube”, the company’s global industrial improvement program spread across 60+ sites and impacting 3K+ people. Led up to 5 direct and 50 functional reports across the globe and travelled extensively to sites to directly engage with stakeholders. Conducted on-field profit maximisation diagnosis and implementation across many industrial sites. Served as liaison between HQ, industrial directors and Excellence teams. Ensured efficient integration of processes and technologies from both a global and local perspective. Drove best practice sharing, cross collaboration and reuse of processes, tools and expert knowledge throughout the business. •Designed industrial strategy that supported the company’s rapid growth, translating the executive committee’s strategy into operational realities. Worked closely with executive leaders to develop, execute and achieve the organisation’s growth and transformation. •Cascaded industrial strategy via 10 management seminars. Directly coached 100 engineers and plant managers. Also interviewed, identified and hired high potential candidates for sites across India, China and Europe. •Played key role in helping realise the Group’s profit improvement potential. Completed 8 comprehensive cost diagnosis missions to identify potential improvements worth EUR 30M, with some in partnership with top consulting firms. •Turned around poor safety and operational performance, decreasing accident rates and operational losses during difficult transitions through roll out of programs in support of Group centralisation. Led the accident-prone and optimisable business operations within the traditional mineral processing industry in the context of a decentralised and disconnected financial holding. •Cut down lost-time accident rate to less than 1.15 globally by integrating safety as a core value. •Secured the EUR 8M NPV and 125% internal rate of return (IRR) debottlenecking project at a major abrasives facility in Tennessee, USA.

Saint-GobainRegional World-Class Manufacturing Leader for Turnaround, MAG-Isover

Apr. 2013 - Jun. 2016Tokyo, JapanPromoted to turn around the acquired MAG-Isover insulation business by implementing the World Class Manufacturing (WCM) program across 3 glass wool plants with 400 employees. Managed 3 Japanese plant program managers, introduced best practices and plant benchmarking and performed team training and mentoring. Developed 5-year strategy with the plants’ KPI targets and performances. Oversaw the regional coordination between Japan and other Asian countries while interfacing with French headquarters. Built and role modelled a culture that embedded collaboration, set clear standards for all levels in the plants and drove continuous improvement. • Successfully turned around the business with a limited budget. Transformed disconnected and underperforming operations into ones meeting global leadership standards within 18 months. • Effectively won over local management hostile to the merger. Also boosted employee morale by nurturing relationships on the shop floor and ensuring transparent communications. Went above and beyond to gain employee trust, spending significant time understanding working conditions. • Implemented the WCM program in collaboration with one of the 25 worldwide Total Productive Maintenance Award Assessors from the Japanese Institute of Plant Maintenance which pioneered the Toyota Production System. • Generated millions of dollars in profits via cost cutting measures that decreased operational cost by 5%. • Achieved the business’ highest production volume in 45 years supported by an increase in operational efficiency from 72% to 89%. • Brought down accident rate from 1.8 to zero: LTA-free operations for 18 months across all 3 plants.

Saint-GobainManagement and Industrial Controller, Saint-Gobain Performance Plastics

May. 2010 - Mar. 2013Suwa, Nagano, JapanChallenged to transform a reactive management into a preventive one through a major business optimisation project at a local manufacturing plant with 80 employees. Implemented a strong management control organisation. Developed monthly management reports with performance dashboard and KPIs, which are still currently in use. Orchestrated monthly closing encompassing P&L, balance sheet and KPI reporting. Interfaced with French HQ and developed new standards, training and coaching on Lean. • Launched an efficient Preventive Management System resulting in business optimisation. • Significantly cut down cost by through 60+ annual business optimisation projects. • Slashed monthly closing process from 50 person-hours to 15 person-hours. • Reduced 3 local controllers for Japan to just 1 equivalent employee which after managed Japan and South East Asia. • Conducted international best practices seminars in various Asian countries such as Korea and China.

ValeoDesign and Development Engineer, Valeo Engine Cooling

May. 2008 - Apr. 2010Hiratsuka, Kanagawa, JapanAssigned to work with Nissan, a key account of Valeo Engine Cooling, on the Qashqai project to design and build its front-end module. Entrusted to win-over the global car manufacturer after the initial hire through an overseas experience program run by the French Agency for International Business Development (Ubifrance). • Coordinated product development, product lifecycle management and supplier communication. • Accomplished the development and design of a Front-End-Module encompassing Engine cooling and horns for Nissan. • Spearheaded the Product Lifecycle Management (PLM) while leading three software engineers (CAD/Catia), Nissan AQPQ, Valeo 5 Axis and ISO9001. • Executed quality assurance through regular FMEA while ensuring adherence to QC measuring defects in ppb. • Ensured effective Supplier Technical Follow-up, Project Management and LCC-sourcing Cost-reduction activities. Notable Achievements • Secured new business worth hundreds of million dollars in China, Japan, Mexico and the USA with revolutionary product development. • Led the high-value Business Breakthrough for the client during 2008-2010. Initiated, proposed and convinced the client executives to start the development of the first magnesium-casted bolster with higher quality and notable weight reduction. • Introduced Canadian supplier with a technology achieving shorter lead-time and lower cost than customer specifications. • Shared the Japanese norms and best practices with global teams and strategic company development in Asia. • Reduced the development cost of horns and power steering oil cooler notably. • Accomplished the first innovative magnesium bolster globally as part of the project. • Sustained high customer satisfaction, overcoming challenges imposed by the global recession in 2008 and a cultural gap with Japanese OEM car makers working with a European company. • Received the Award of Gratitude at an official Global Nissan Technical Center ceremony near Yokohama.