Pascal BRIODIN

Europ Assistance is the creator of Assistance and a market leader in France and worldwide.
2007 revenue = €160 million. 100 people managed.

Europ Assistance is the creator of Assistance and a market leader in France and worldwide.
My objective is to help the Group regain its global leadership through innovation, new distribution channels, renewed business partnerships (product development, co-branding, sales), re-motivation and re-organization of the teams in a highly competitive environment.

Responsible for B2B and B2C sales, distribution, marketing, customer relations, claim management. Responsible for P&L of the Travel Insurance Business Unit (€27 million revenue). Main sectors of activity are : insurance, banks, credit, automotive, travel and leisure.

Surpassed objectives in 2005 and 2006 (> 10% growth) gaining market share. Will exceed them again in 2007.

Renewed the sales and marketing teams increasing skills.
Enlarged the range of services provided which secured existing clients.
Merged the newly acquired Travel Insurance Business Unit. New accounts were rapidly acquired including Europ Assistance’s first true global travel and leisure client.
Rebuild the B2C web site increasing its attractiveness and bringing more sales.
Develop a B2B site thus improving communication and securing distributors’ loyalty.
Specialize the sales force between hunters and breeders generating more new business.
Develop a sales methodology that implies a more focused approach of the prospective clients’ needs and leads to an increased success rate.
Redefine roles within the support team generating more efficiency.
Focus the team on innovation which helped a) fill the gap with the competition and b) regain the lead in our main activities (automotive, travel and health).
Work on the entire organization to reduce time to market.

Sector: Insurance

Compagnie des Alpes owns Parc Astérix which is France’s second largest leisure park and a European leader. 1.8 million clients. 165 permanent and 1200 seasonal employees, 5 restaurants, 6 shops and a 100-room hotel.

Responsible for P&L, marketing, sales, operations, maintenance, finance and human resources.

Reached attendance and profit targets.
Boosted the company’s image and presence on a European-wide basis.
Increased on-site average spending per capita.
Reduced costs and increased productivity.
Set up a centralised procurement process.
Reviewed processes to improve operational efficiency and increase quality of services delivered.
Impulsed a new management approach.

Sector: Leisure - Culture - Cinema

2002 revenue = C$787 million (€533 million). 3 million passengers. 2500 employees. Active in North America, Europe, Great Britain, Mexico and the Caribbean.

Responsible for marketing, sales, distribution, aircraft planning, scheduling, revenue management and pricing. 140 staff managed.

Drove the company’s turnaround after 9/11 events: revenue goals were surpassed month after month, unit revenue increased by 30% on non-package sales and more than 10% on package sales, leading to profitability that far exceeded forecasts: the 1st year, the projected C$27 million loss turned into a C$23 million profit and the 2nd year, the company achieved its highest-ever profit.

Reduced cost of sales by 3% to 4% of sales revenue. Led sales negotiations in Canada and Europe with tour operators and other distributors, reviewing sales agreements, each worth between C$1 and C$40 million, in order to maximize their value.
Opened new distribution channels (global distribution systems – GDS). Revenue in these channels grew exponentially and they represented as much as 60% of sales at the end of the first season.
Rebuilt the B2C web site increasing purchase rate. Launched a B2B site thus improving communication and securing distributors’ loyalty.
Reassessed and redefined products and service standards increasing competitiveness and improving quality of service, substantially raising customers’ satisfaction.
Introduced marketing plans by market in Canada and Europe in order to bring marketing initiatives into line with the company’s strategic goals and to make more effective use of the allocated budgets.
Rationalized the aircraft planning process: aircraft productivity reached its highest level in 2003 contributing to a sharp reduction of unit operating cost.
Co-directed the fleet simplification project that will lead to a 10%+ decrease of unit operating cost.
Guided the project of a computerized inventory and price management system (CRS/RMS) that will boast a minimum internal rate of return of 140%.
Ensured the installation and most efficient use of SAP in the Commercial department to improve the reporting and planning of sales activities.
Clarified people’s roles and responsibilities, gave them focus and redefined work processes and information systems, thereby improving professionalism and efficiency.

Sector: Tourism

2001 revenue = C$175 million (€118 million). 270 employees.

Increased sales by 60% over a three-year period while the market grew by 20%. Increased market share from 8% to 12%.
Reduced cost of sales by 20%. Reduced the subsidiary’s unit operating costs by 10%.

Increased the number of distributors under contract from 250 to 750.
Segmented the distributors, allowing for a more efficient use of commercial resources.
Increased the sales generated by key corporate accounts from $3 to $30 million.
Set up the Canadian B2C site and initiated a B2B site to increase communication with distributors.
Initiated GDS/CRS distribution of private fares to selected accounts.
Restructured agreements with key distributors, incl. American Express, CWT, Rider-BTI. As a result, sales and market shares increased substantially.
Initiated a selective approach of tour operators that led to a sharp increase of sales.
Implemented interline agreements with Canadian carriers.
Considerably raised the company’s profile in the media and within the travel industry.
Established operating reports that provided a means for exercising very precise control over sales initiatives.
Set up a call centre with 120 workstations to service American customers, which resulted in annual recurrent savings of more than C$1 million. Telecommunications systems, front and back end processes were all reviewed and improved.
Carried out the reengineering of the Montreal and Toronto stations, thereby increasing productivity and improving the quality of service. On several occasions, Toronto received the highest customer satisfaction scores of American stations.
Built a high quality management team by implementing a selective recruitment policy and ensuring the coaching of direct collaborators.
Reined in HR costs, improved internal equity and enhanced the competitiveness of the compensation package, while securing the commitment of all to the company’s strategic direction and preserving a permanent dialogue.
Led several pilot projects with the head office, thereby contributing to the implementation of new sales approaches in other markets. This stimulated the Canadian team in its commitment to change and success.

Sector: Airline transportation

In charge of co-ordinating strategic projects and organisation. The Commercial group was then responsible for all world-wide passenger related activity. 1998 revenue = €6.3 billion. 18,000 employees (including flight crews, marketing, sales, scheduling and revenue management). Represented the EVP when absent.

Project portfolio included: design and implementation of Air France’s Internet strategic plan, global distribution strategy, design and implementation of the new commercial policy in the French market, merging Air Inter and Air France’s commercial teams, revising budget process.

Sector: Airline transportation