Goeury - CEO - Jakarta, Indonesia

Michel Goeury

Jakarta, Indonesia

Summary

INTERNATIONAL MANAGING DIRECTOR.
Solid general management and business turnaround experience for leading companies specializing in the manufacture and sale of building materials.

12 years of expatriate experience in Asia.
Worldwide mobility.

SUMMARY OF RELEVANT EXPERIENCES:
- Developed rapidly and profitably two industrial enterprises in Indonesia (650 employees) and one in Thailand (120 employees).
- Built and started-up a factory in Thailand. Tripled the production capacity in Indonesia.
- External growth: Acquired a company in Malaysia, and participated actively in the acquisition of a company in Indonesia.
- Conquered new markets and developed export sales.
- Managed and enlarged distribution profit centres specializing in DIY products.
- Implemented ERP software. Enforced internal control and IT security procedures.
- Improved dramatically EHS procedures and performance. Introduced the 5S system.


CORE COMPETENCIES:
- Business strategy for mature and emerging markets.
- General management, business development of industrial enterprises.
- Management of cross-functional and industrial projects.
- Marketing and Commercial management in B-to-B and B-to-C routes to market.
- Management of profit centers in the modern retail sector.
- Management of multidisciplinary and multicultural teams.
- Change management.


LANGUAGES:
French: Mother tongue. English: Fluent. German: Fluent.
Thai: Spoken, read. Indonesian: Spoken, read.

Services

CEO

Summary:

INTERNATIONAL MANAGING DIRECTOR
Solid general management and business turnaround experience for leading companies specializing in the manufacture and sale of building materials.

More than 10 years of expatriation in Asia.

SUMMARY OF RELEVA

Work History

PRESIDENT DIRECTOR, expatriate

GENERAL MANAGEMENT

From January 2013

PT Indoporlen, Indonesia (Calderys, Imerys Group).

Acquisition in 06/2013, integration and development of a family business composed of 3 legal entities.

Production, sale and installation of fire bricks and refractory monolithics for various applications in different industries: Cement, iron & steel, aluminium, tin, nickel, copper, boilers, power plants, petrochemicals, oil & gas.

550 employees.

ISO 9001:2008 certified.

Lead, manage (P&L)

Etex Group

650 employees. 10 direct reports. 2012 turnover: USD 52 Million. ISO 9001, ISO 14001, OHSAS 18001.
Mission: Draw up and implement the business strategy with considerable autonomy. Lead, manage (P&L),
develop rapidly and profitably this industrial enterprise (300,000 metric tons produced in 2012, the biggest
24/7 production plant in Etex Group).
Results:
- Developed and implemented a new business strategy. Quadrupled turnover between 2008 & 2012.
- Modernized continuously the production tool. Tripled the capacity between 2008 and 2012.
- Reduced significantly costs and overheads. Reduced headcount (downsizing).
- Increased EBIT from 14% in 2007 to 28% in 2012.
- Reduced significantly the net working capital, from +60 days to -5 days of sales in 2012.
- Repaid fully in 2010, after 2 years only, a 20-year old financial debt, and kept the company free of debts until the end of 2012.
- Strengthened internal control and IT security.
- Improved significantly the Environment Health & Safety ("EHS") performance. Introduced 5S.

PRESIDENT DIRECTOR, expatriate

PT Eternit Gresik, Indonesia (Etex Group)

October 2007 - December 2012

Production and sale of fibre-cement flat and corrugated sheets for various applications in construction: Ceilings, partitions, facades, flooring, roofing.
650 employees. 10 direct reports. 2012 turnover: USD 52 Million. ISO 9001, ISO 14001, OHSAS 18001.

Mission:
Draw up and implement the business strategy with considerable autonomy. Lead, manage (P&L), develop rapidly and profitably this industrial enterprise (300,000 metric tons produced in 2012, the biggest 24/7 production plant in Etex Group).

Results:
- Developed and implemented a new business strategy. Quadrupled turnover between 2008 & 2012.
- Modernized continuously the production tool. Tripled the capacity between 2008 and 2012.
- Reduced significantly costs and overheads. Reduced headcount (downsizing).
- Increased EBIT from 14% in 2007 to 28% in 2012.
- Reduced significantly the net working capital, from +60 days to -5 days of sales in 2012.
- Repaid fully in 2010, after 2 years only, a 20-year old financial debt, and kept the company free of debts until the end of 2012.
- Strengthened internal control and IT security.
- Improved significantly the Environment Health & Safety ("EHS") performance. Introduced 5S.

MANAGING DIRECTOR

Saint-Gobain Weber Co. Ltd, Thailand (Saint-Gobain Group)

January 2003 - October 2007

Production and sale of industrial mortars: tile adhesives and grouts, technical mortars, façade renders.
120 employees. ISO 14001.

Mission: Develop and implement the business strategy with considerable autonomy. Lead, manage (P&L) and develop rapidly this industrial enterprise in a profitable way.

Results:
- Built and started-up a “greenfield” plant in 2004 and 2005; closed the old one in 07/2005.
- Developed and implemented a new business strategy. Sharp profitability and sales growth (in Thailand and in Asia). Gained market share significantly (from 30% in 2002 to 45% in 2006).
- Created the marketing, research and development, human resources, and IT departments.
- Implemented ERP software and the necessary business control procedures and practices.
- Implemented ISO 14001.
- External growth: Acquired a company in Malaysia.

PROJECT DIRECTOR, direct report to the CEO

Saint-Gobain Weber, France (Saint-Gobain Group)

January 2002 - December 2002

Mission:
- Led a strategic project across marketing, commercial, production, logistics and purchasing functions.
- Managed the "Weber Guide" project (€ 1 Million budget), and the internet strategy in France.

Results:
Created innovative product and service offer for the builders’ merchant distribution channel.

PROJECT DIRECTOR, direct report to the CEO

Saint-Gobain Group

January 2002 - December 2002

Mission: - Led a strategic project across marketing, commercial, production, logistics and purchasing
functions.
- Managed the "Weber Guide" project (€ 1 Million budget), and the internet strategy in France.
Results: Created innovative product and service offer for the builders' merchant distribution channel.

INTERNATIONAL MARKETING DIRECTOR "HOME CENTRES"

Saint-Gobain Weber, France (Saint-Gobain Group)

January 2001 - December 2001

- Developed the strategy for the international home center market in 22 countries (West and Central Europe, South America).
- Led and advised to the international network of DIY Market Managers from the different countries.
-Negotiated commercial conditions with the international DIY store key accounts.

Saint-Gobain Weber, France (Saint-Gobain Group)

COMMERCIAL & MARKETING MANAGEMENT

May 1995 - December 2000

- Drew up the strategy and developed sales in the DIY network. Managed the P&L.
- Managed the commercial team.
- Managed the key accounts. Negotiated with central purchasing offices.
- Managed the product portfolio and the marketing mix.

MARKET MANAGER

Stanley Tools, France (“The Stanley Works” Group, USA)

May 1993 - April 1995

Manufacture and sale of hand tools.
- Developed the strategy for home centers, hypermarkets, department stores, agricultural
cooperatives.
- Created promotional campaigns and trade-marketing activities with key accounts.
- Managed a product portfolio counting for 60% of the company's total turnover.

INTERNATIONAL MARKETING MANAGER

Sanijura, France

October 1991 - April 1993

Manufacture and sale of high-end bathroom furniture.
- Developed the strategy for France, UK, Belgium, Netherlands and Switzerland.
- Managed the marketing mix per country, for sanitary ware specialist dealers, builder's merchants, department stores and home centres.

DEPARTMENT MANAGER

Leroy-Merlin, Dijon, France (Adeo Group, Auchan)

October 1988 - September 1991

Home centre store specializing in DIY, decoration, gardening, building products.
- As a member of the store Executive Committee, managed a profit centre (P&L) composed of 2 departments and then 3 departments: Tiling/flooring and tools/hardware/electrical appliances.
- Managed the commercial team.
- Negotiated with suppliers (purchasing and sourcing).

Qualifications & Certifications

Bouxwiller high school, France

Economics, Management and Business Administration

Dijon University, France

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