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Summary
This Senior Executive with 42 years industrial experience across nine industrial sectors (pharmaceuticals, chemicals – fertilizers, cosmetics, heating, precision machining – ceramics, metallurgy, menswear, environment) within both private and public organizations, from SMEs to large international groups. Proven expertise in business turnaround, industrial restructuring, transition management / critical transition leadership role, operational excellence, asset strategy transformations, change management, delivering performance improvement, and sustainable results in complex international industrial ecosystems, production ramp-up. This Senior Executive is experienced in international environments, crisis management, in managing and negotiating with trade unions representatives, crisis & operational leadership, in lean and TQM deployment, in coaching, in digital transformation.
Highlights
- 42 years of international industrial leadership
- Experience across 9 industrial sectors
- Private & public sector expertise (SMEs to multinational groups)
- Business turnaround & crisis recovery leadership
- Transition & interim executive roles
- Industrial restructuring & change management
- Operational excellence & lean transformation
- Total Quality Management (TQM) implementation
- Asset management & lifecycle planning
- Large-scale CAPEX & investment program leadership
- Digital transformation (OT cybersecurity, CMMS, digital work permits)
- Strategic planning & execution across global sites
- Leadership in union negotiations & labor relations
- Cross-functional team development & coaching
- Crisis management & post-merger integration
- Performance improvement & cost reduction
- Production ramp-up & plant efficiency optimization
- Governance design & risk mitigation strategies
- Sustainable operations & environmental compliance
- ERP/MRP/Kanban integration for manufacturing
- International client management & OEM partnerships
- High-impact change adoption (ADKAR, Lean, Six Sigma)
- Portfolio & project management (Primavera, RIDA, SIPOC)
- Safety & regulatory compliance (IEC 62443, NIS2)
- Strategic communications with media, unions, and stakeholders
Relevant Accomplishments
- Designed and led the enterprise-wide rollout of OT cybersecurity across all industrial sites, aligning with Group strategy and risk posture
- Ensured compliance with IEC 62443 SL3, NIS2 directive, and internal standards through the development of robust policies, procedures, and governance frameworks
- Deployed critical cybersecurity tools (Octoplan, Opswat, Wallix) to secure OT environments and enhance system visibility and control
- Directed the standardization of OT network architecture, including segmentation, secure zoning, access management, and vulnerability mitigation
- Championed organizational change to embed cybersecurity within plant operations
- Strengthened collaboration between site-level OT teams, local IT, and Group IT architecture to ensure unified, secure-by-design implementation
- Defined and launched the Group-wide digital transformation of the work permit system to improve safety, compliance, and operational efficiency – Drove project governance through structured RIDA (Risk, Issue, Decision, Action log) follow-up, facilitating proactive risk management and action ownership
- Designed an unified workflow architecture integrating risk assessment, isolation (LOTOTO), performance monitoring and permit issuance processes, aligned with the VDM (Value Driven Maintenance Methodology) roadmap
- Built and validated the project roadmap, incorporating stakeholder needs, compliance standards, and process optimization goals
- Build a change management plan based on the ADKAR model to drive change adoption, supported by stakeholder mapping and training frameworks
- Led platform selection and vendor coordination; defined main functional specifications and ensured integration with EHS and asset management systems (maintenance digital planning)
- Developed the foundational SIPOC analysis (Suppliers – Inputs – Process – Outputs – Customers) to structure process ownership, prepare the future statement of work (SOW), and support cross-site standardization
- Defined and optimized long-term asset planning across all production sites, ensuring alignment with business strategy and lifecycle asset value optimization
- Designed new corporate standards and developed SOPs for comprehensive asset management systems, integrating financial analysis, risk management, Benefit Realization Management (BRM) methodology
- Developed and deployed project portfolio monitoring tools, including dedicated KPIs and performance dashboards
- Built governance frameworks for project portfolio management covering contingency planning, change request management, budgeting, auditing, and continuous improvement
- Enhanced Primavera project management workflows: streamlined project intake, simplified paths for specific project clusters, and introduced post-investment review processes
- Established a new budget construction methodology incorporating eligibility criteria, project prioritization & arbitration (risk-based and multidimensional ranking factor approach), and alignment with strategic company goals
- Advised on and supported the implementation of change management strategies to foster adoption and sustainable impact across the organization
- Managed 6 departments operating 24/7, with 180 staff (155 operators, 25 engineers) Operational Excellence & Continuous improvement: Lean methodology deployment: 6S, performance tools (SQCDP, Gemba, KPI) and sponsored Six Sigma initiatives; Reinforced preventive maintenance with stronger production ownership; Improved SOP use, checklist execution, and team leader accountability; Enhanced transparency and communication from foremen to senior management Strategic Development: Designed 2023 roadmap focused on skill development (matrices, “dream teams,” targeted training); Applied AMDEC methodology and implemented a comprehensive monitoring plan – Leadership & Team Development: Coached 6 production managers (N-1) in MBO principles, structured action plans, and process reliability
- Reorganized the work-roll grinding department by coaching the department manager on a structured approach to preventive, predictive, and corrective maintenance of grinders Standardized interventions, procedures, best practices, checklists, and KPIs; introduced SDCDP review meetings, root cause analysis, risk management practices, and clarified team leaders’ accountability
- Investment Management (€50M – Phase 2): Led Phase 1 post-investment review (PIR); Collaborated with PMO on subsequent CAPEX deployment
- Transition Management after the manager’s departure of the Control Cooling & Down Coiler & Strapping production department – temporarily assumed full responsibility for production, maintenance, investments, and training
- Managed technical assets across 90 buildings (3 entities)
- Digital transformation: Implemented CMMS (CARL Software), intervention management, public contract specs
- Severe discord within the asset management team; crisis management to rebuild team structure and redesign cross-functional workflows
- Supervised 3 waste treatment activities (sorting, landfill, composting)
- Led industrial investments (3 M€) and implemented new productivity KPIs
- Managed all 8 production departments during scale-up phase
- Digital transformation for production planning, CMMS
- Delivered TQM training to production teams, covering change request processes and CAPA-driven continuous improvement
- Strengthened quality culture and coaching of incoming new production Manager
- Relaunched product line and OEM client network (Belgium, France, Middle East, USA)
- Rolled out digital marketing and rebuilt customer trust post-restructuring
- Industrial turnaround: Directed a comprehensive Lean Management and Change Management program (2013–2017) aligned with acquisition objectives – optimized resource allocation, reduced costs, and improved cash management (inventory, planning, suppliers, customers)
- Implemented Lean transformation engaging teams around a structured operational excellence roadmap
- Established governance, mobilized trade unions, conducted training at all levels, and rolled out VSM, 6S, SMED, JIT, and performance tools (SQCDP, Gemba, KPI)
- Achieved up to 95% productivity gains, high operator satisfaction, and significant reductions in waste and lead time
- Maintained strong team motivation and engagement throughout the transformation
- Managed communications with media, financial partners, legal entities, potential buyers (due diligence), and unions during the acquisition process
- Designed and executed industrial, product, marketing, and sales strategies at both national and international levels
- 2010 – 2012 – Zaegel-Held (Commercial Subsidiary) – Obernay (FR) – Subsidiary Reorganization & Rightsizing: Led subsidiary’s turnaround: managed the sales team, relocated logistics and after-sales services – Implemented workforce reduction while safeguarding operational performance and customer service quality
- 2009 – Crisis management & trade unions negotiations: Successfully implemented a “Renault Plan” achieving a 8% wage reduction
- 2002 – Saint Roch France (Commercial Subsidiary) – Paris (FR) – Crisis Management due to Site Closure & Collective Redundancy – Directed the strategic closure of the French subsidiary (20 employees) through a collective redundancy plan (Plan de Sauvegarde de l’Emploi – PSE) – Led restructuring, negotiations with trade unions, and ensured full legal compliance while maintaining business continuity
- Defined and implemented an industrial policy fully aligned with the Group’s strategic objectives
- Crisis recovery management: Restructured team organization to enhance efficiency, accountability, and performance Trade unions management
- Managed and supervised €2M in investments to modernize operations and improve productivity
- Restored economic viability (improved cost-per-ton ranking from last to 3rd place / 11 sites) and operational reliability through the development and execution of a rigorous preventive maintenance program
- Introducing Total Quality Management practices to strengthen product quality and operational discipline
- Championed the development of an environmental policy, ensuring regulatory compliance and supporting sustainable growth
- Achieved a drastic reduction in incidents and customer complaints
- Implemented hybrid Kanban/MRP systems and an operational excellence program including lean methodology, JIT, SMED, and PM
- Increased production flexibility and achieved a 300% reduction in changeover times
Roles
- Project Manager
- Plant Director
- Managing Director
- Commercial Affairs Consultant
- Chief Operating Officer
- Production Manager
- Facility Manager
- Corporate Asses Management Consulting Manager
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