Eric PRISSERT

Honeywell Turbo Technologies, WW HQ Lausanne, Switzerland
Sales: € 2 billion, 2,500 employees

- P&L responsibility of a $ 300M customer driven business enterprise operating in a matrix organization comprised of 30 cross-functional team members: program manager, sales, application engineers, New Product Introduction, quality, customer desk, industrialization, finance.
- Responsible for strategy development worldwide (global account management) of the account, daily management of launches, risk and cost management as well as new business development .
- Drive excellence in customer service (quality, delivery, value, pricing strategy) and product development for diesel and gasoline technologies.

Sector: Automobile

Honeywell Turbo Technologies, WW HQ Lausanne, Switzerland

- Managed strategic projects at European level. From building team to delivery and follow-up of project.
- Successfully led a restructuring project in France considered as benchmark in the Group. Reduction of approximately 15% of workforce with major constraint to avoid industrial action due to low inventory business model. Outcome: 5 months of negotiations while volumes where going up, no strike & an agreement signed by 4 out of 5 nation-wide unions.
- Implemented major legal/tax project in April 06, in a smooth and seamless transition for Customers, Suppliers and Honeywell Processes within pre-defined timing and budget. Total project on-going Profit after tax impact of $15M in '07 up to $27M in '10. Challenges met and addressed: 5 month timing, no dedicated resources, and complexity of operations.
- Managed multi-functional, multi-cultural transversal teams. Liaised and communicated with Leadership team.

Sector: Automobile

Honeywell SA, Thaon-Les-Vosges, France
Sales: € 600 million, over 1,000 employees

- Member of the Management Committee. Back up of Plant Manager.
- Rebuilt a team from 3 to 9 members within 8 months, reviving spirit and turning it around for the Finance Department to become service oriented towards our internal customers and a challenging partner to other services.
- Re-defined reporting processes, especially optimization of SAP and Hyperion tools in order to regularly satisfy Group obligation in terms of timing and restore confidence.
- Implemented “Sarbanes Oxley”. Led several European transversal projects
- Put main financial metric under control and managed to reduce gap with main other plant in Europe by 1/4th.

Sector: Automobile

Hangzhou Sanofi-Synthelabo Minsheng, Shanghai, China
$ 40M Sales. Objective to increase market share through external growth mainly acquisitions, new ventures / partnerships and licensing.

- Member of the Management Committee, directly reporting to Country Manager.
- Responsible for business development initiatives, leading all aspects of process, including strategic analysis, definition of products and therapeutic fields to be targeted, contact and first negotiations with Chinese companies, valuation models, due diligence and coordination with senior management and attorneys.
- 15 projects studied, 2 signed.Development of $ 150M acquisition pipeline – 15 targets. 2 transactions completed with est. $20M total peak sales.
- Constantly examining Chinese legal environment and its evolution particularly in the Pharmaceutical sector.Study Found a new regulatory route to get access to a compound despite its local protection.
- Negotiations with Provincial and Central Authorities. Close collaboration with current Chinese partner. Identified new procedure to allow launch of new products 8 months ahead of usual 24/36 months timing.
- Leading coordination of industrial, marketing, sales and finance to prepare integration or launch plans for potential acquisitions (companies/products). Monitored development/launch plans for 3 acquired products.

Sector: Pharmaceutical

Shanghai, France
Responsible for the integration of acquired assets by the Group current Joint Venture in China within six months despite very challenging legal and industrial context. 30% turnover increase.

- Member of the Management Committee, directly reporting to Country Manager. Managing a team of 23 people.
- Led and coordinated negotiations & writing of updated JV contract. Managed relations and contractual obligations follow-up with Chinese partner. Numerous negotiations with JV partner to ease implementation of new contract.
- Built-up and led a team of more than 20 to integrate transferred business without disturbing existing business.
- Active participation in negotiations, strong involvement in contract writing & organization of production transfer that resulted in a gain of 1 year on 30 months initial plan for full integration of new business.
- Operational follow-up of transferred activities: 12 products, marketing policy, price positioning and product profitability. A new oncology workshop, an industrial site to reorganize. P&L responsibility during integration phase.
- Led feasibility studies such as: ERP implementation (SAP is used since January 2002) and building of a brand new oncology workshop ($US 10M budget).

Sector: Pharmaceutical

Paris, France
In charge of reporting, consolidation and accounts analysis of 13 subsidiaries and Joint Ventures (turnover: € 80 million). Led budget and long range plan processes.
- Frequent visits to Asian subsidiaries to assist and control: application of Group procedures, implementation, organization and amelioration of reporting (Hyperion), elaboration of budget and estimates.
- In charge of Chinese JV enlargement project. $US 10 million increase of capital. Leading role in defining scope of new business contributed by the Chinese partner, evaluating strategic and financial interest and legal constraints.
- Audit mission in Korea. Analyzed Finance Department organization and proposed corrective actions which successfully eased relations with and reporting to headquarters.
- Harmonization of accounting/reporting methods for 5 Asian countries newly integrated from Sterling Winthrop.

Sector: Pharmaceutical

Paris, France

- Administration of Sanofi-Winthrop alliance. Financial balancing for sharing of profit and losses according to contractual alliance agreement. Feasibility studies for acquisitions / divestitures of products.

- Reporting, consolidation and budget process for the Pharmaceutical Branch, budget and long range plan processes.

Sector: Pharmaceutical