
Frédéric Bonan
CEO – I-Deal Development
Experience
I-Deal Development – Paris | CEO-Founder
Since 2005
Development consultancy firm
- Seven-fold multiplication of share value in 3 years
Redefinition of the strategic plan of a company in the health sector (Laboratoire Oligosanté)
Implementation of a marketing structure. Aid in the founders’ achievement of capital.
- OBO achievement
Definition of a strategy allowing a group of founding shareholders to achieve their assets.
Implementation with Rothschilds of an LMBI transaction for the Laboratoires Filorga.
- 40% turnover growth and multiplication of value by 7 times in 3 years for the shareholder
Asian International Development | Consultant
2004
- Construction of a network dedicated to outsourcing and BPO in India and the USA
- Construction of a network in China dedicated to import-export, delocalisation and banking services
- Analysis of the success factors in establishment in Asia (sales, production, management, network)
Altran Group | CEO
1997 – 2003
- Arthur D. Little
Implementation of a new international organisation
Appreciation of key practices and people
Revaluation of sales processes
- Marketing management
Analysis of offers and the repositioning of some companies
Establishment of an international network of 40 collaborators
Definition and monitoring of strategic focusses with validation of media plans
Deployment of a BtoB marketing plan involving 200 companies with impact analysis
Repackaging and on-going enrichment of offers
Implementation of a study, benchmarking and statistical service
- Sales management
Definition of objectives and performance criteria
Mobilisation of sales forces (around 900 managers)
Organisation and hosting of seminars
Development of tools and organisations emphasising stimulation
Definition and implementation of profit-linked salary systems from that already in existence
Improvement of negotiation techniques and repackaging of prices and contracts
Implementation of a specific and extremely selective international recruitment system
(80 to 250 managers per annum)
- International management
Identification and analysis of markets and players
Creation of start-ups with launch and mentoring of a leadership team
Acquisition of companies accommodating local cultures without generating staff losses
Deployment and diversification of offers
Development of synergy through the creation of an international co-ordination department
Setting up of local holding teams allowing access to group services
- External growth management
Process analysis and methodology implementation
Setting up of an international team of 12 collaborators (5 nationalities)
Setting up of a competitive studies service
Study and selection of targets according to various audits
Acquisition of targets involving various key players
Setting up of recovery and integration teams from the acquired companies
Definition of axes for restructuring or reorganisation
Participation and success in the USA “auction process”.
- Human resources management
Setting up of audit teams
Definition of objectives and recruitment priorities
Monitoring of general recruitment procedures
Regular involvement with the group’s general managers in order to accentuate their efforts regarding both quantity and quality
Regular participation in the recruitment of key personnel
Implementation of new salary policies
- Personal development management
Development and deployment of the function to 18,000 collaborators
Analysis of forces behind employee motivation and demotivation
Identification of high flyers outside the chain of command
Acceleration of the careers of consultants, managers and leaders
Management of internal conflict
- “Managerial knowledge”
Identification and formalisation of “best practice” with country-appropriate cultural adaptation (5 languages)
Creation of the Altran Management Institute (requiring 76,000 man hours spent per annum)
Development of cycles towards top management, including such aspects as:
sales growth, margin improvement, recruitment and team-building.
- Management of internal organisation (excluding finance and accountancy)
Setting up of a lively exchange network at manager level
Deployment of operational coaching for each company
Creation of a SCAN network (Senior Consultant Advanced Network)
Upgrading of the information systems’ Interact network
Spotlight on less valued jobs
Mobilisation of purchasing, secretarial and reception posts (performance indicators etc.)
- General Management (supervision of operating functions)
Identification of key personnel and setting up of a strategic planning group
Coherence in strategic vision
Definition of tactical expansion lines
Identification and mobilisation in priority areas
Definition and evolution of business models (services, consultancy, design office etc.)
Study and setting up of synergies
Altran Group – Paris | Marketing and Development Manager
1990 – 1997
- Launch of regional activities from point zero (now more than 15 cities, turnover 250 M€)
then international development of the group (now 24 countries, 700 M€) - Creation and management of functional departments oriented towards value creation
Altran Group – Paris | Altran Business Engineer
1988 – 1989
- Development of a profit centre
- Transition from 0 to 40 consultants in 9 months
2MI – Paris | Strategic Studies Manager
Formation
1986 – Engineering degree – ENSMA
1987 – Vice-President of the National Confederation of Junior Businesses
1988 – Master Marketing Management – ESSEC
Languages
- French 100%
- English 100%
Fields of interest
Skiing
Historical monuments