Fabrice Noel
Directeur Général, Groupe Leclerc Ile de la Réunion
As an accomplished and pragmatic manager, I have a highly-developed sense for analysing organisations, which enables me to anticipate varied and changing situations. In this respect, I head for many years the operations of leaders retailers groups abroad.
My successful experience in managing sales networks is unanimously recognised and has enabled me to become a true professional in various aspects of the retail trade.
Beyond operational management, I have had several successful experiences in developing subsidiaries, seeking sites, opening new shops, quantifying potential, feasibility studies, business plans, monitoring sites, implantations and making resources available.
As an accomplished company director, recognised for my pioneering, captivating and entrepreneurial attitude, I am a natural driving force for my colleagues.
Specialized in the development of the business unit strategy in the developing countries as well as in the developed ones, I’m endowed with a solid experience with big international groups as well as with family and private ones for which I functioned in the joint-venture organization.
340 contactsDefinition, preparation and planning of the new company strategy.
Leading changes and sharing strategic vision.
Reshaping all of the company departments: logistics, computing, accounts, HR, careers process, Implementation of the VDC.....
Deployment of an ambitious expansion project (Hyper/super/local).
Aug. 2002 TO DATE: ULYSSE HYPER DISTRIBUTION (Carrefour Affiliate),Tunisia
Setting up its first Carrefour Hypermarket, UHD, a subsidiary of the UTIC group, which began distribution in April 2001. Today it has a network of 45 supermarkets, 2 warehouses, and integrated logistics. (1,700 employees, €170m turnover)
DIRECTOR OF OPERATIONS & DEVELOPMENT
Implementing strategy passed by the board
Defining marketing strategy formats
Definition and evolution of the marketing policy of the sign (mix product, price, promotion, sale, merchandising, concept store, operational marketing).
Drafting and implementing business plans (repurchasing, new outlets)
Starting up trial stores (training, workforce development)
Providing operational assistance for the new store openings.
Providing proper inventory controls, maintain appropriate stock levels.
Developing and maintain systems and standards to achieve best operational practices.
Reorganization and setting in adequacy of logistics with the development.
Implementing HR policy, Recruiting expatriate and local executives
Finding sites for new project development
Defining the potential turnover, Doing the profitable study and the Business plan
Doing the economic and environmental impact feasibility studies
On-site implementation of hypermarkets, supermarkets, layouts, furnishing
Implementing store design, layout and building site monitoring
Participating in design of shopping center plans
Participating in drafting contracts between developers and corporate brands
1999 - 2002July 1999–Apr. 2002: WAN GROUP (Carrefour Affiliate), French Polynesia
Comprising 2 hypermarkets, 6 supermarkets, a logistic platform, 2 multimedia stores. (700 associates, €180m euros, PBT up 77%)
Aug. 2000–Apr. 2002: DIRECTOR OF OPERATIONS, Mass Distribution Branch
Defining general policy of the mass distribution branch
Starting up supermarket support unit (marketing, purchasing)
Setting up a logistics dispatch platform (fresh, dry goods)
Setting up Asia and US sourcing (fresh produce, dry goods, non-foodstuffs)
Negotiating sea and air freight (shippers and air company, 1,200 TC per year)
Setting up full cargo supplies from New Zealand
Starting up HR group unit (defining training needs, defining social policies)
Negotiating salaries with representatives
Defining branch budgets
Group representative at Polynesian government level
Drafting franchise contracts with Carrefour S.A.
Developing master franchise in the Pacific Region
July 1999–July 2000: HYPERMARKET MANAGER, Carrefour Punaauia, TAHITI
Hypermarket (5,000m²), 350 employees
Increase of sales turnover + 37%,Result before tax +56%
Refurbishing and enlarging store
Setting up a multimedia store
Implementing and following up a training plan
Adapting sales and accounting margins
Organizing collections in Asia
President of works committee
1998 - 1999June 1998–July 1999: CARREFOUR S.A.
Dec. 1998–July 1999: HONG KONG SALES MANAGER
Facing for a park of 4 hypermarkets
Foodstuffs merchandising and marketing
Convenience product purchasing (negotiating, sourcing, establishing the best price)
Responsible for food mark-up
Store team training
Implementing automatic orders at country level
June 1998–Nov. 1998: HYPERMARKET MANAGER, Carrefour Tsuen-Wan, HONG KONG
Hypermarket (6,000m²), 300 employees
Sourcing fruit and vegetables from southern China
Pricing policy
Communication strategy
Store team training
Store merchandising
1994 - 1998Jan. 1994–Apr. 1998: CAILLE/HAYOT GROUP–(Carrefour Affiliate), West Indies/Indian Ocean
June 1996–Apr. 1998: HYPERMARKET MANAGER, Carrefour Dillon, MARTINIQUE
Hypermarket (4,500m²), (200 employees, €75m turnover)
turnover + 31%, losses of the company sponged, €3m euros.
Refurbishing and enlarging store
Adapting store outlay
Restoring profitability
Defining business policy
Training teams
Official Annual Negotiations [NAO]
Jan. 1994–May 1996: HYPERMARKET MANAGER, Carrefour St. Denis, REUNION
Hypermarket (5,500m²), (300 employees, €110m turnover)
Increase of sales turnover + 36%, Result before tax + €1,5m. (€5,2m)
1988 - 1994Oct. 1988–Jan. 1994: GROUPE AUCHAN, Bordeaux
1992-1994: HEAD OF FRESH PRODUCTS, Bouliac Hypermarket (6,000m²)
1989-1992: HEAD OF DOMESTIC APPLIANCES, Mériadeck Hypermarket (9,000m²)
1988-1989: HEAD OF POULTRY DELICATESSEN, Mériadeck Hypermarket (9,000m²)