At the time, you were called Professor Sunflower. Why is that?
This is because, in 1987, we conducted an experiment on biofuel and particularly on Diester. The nickname was a bit of a misnomer since this was mostly based on rapeseed! At the time, this was truly a pioneering project! There again, I was heard and my project received much support. We were then able to set up the monitoring of the fleet with, for instance, the control of fuel consumption. Over two years, I was also in charge of training for environmentally driving techniques, eco-driving as it is known today.
1989 was a new decisive step?
Yes, I had the opportunity to pass the Haulage Manager Certification that enabled me to fulfil new roles: I first became Transport Manager then manager in charge of the coordination of all the transport activities for “La Providence”. From 1992, I held the same role for Champagne Céréales. In 1995, I became Logistics Manager for the packaged goods and in 2003, I was promoted to Logistics Director in charge of the coordination of all upstream and downstream flows, from the collection of crop from the farmers to the delivery of goods to customers.
Until you became VIVESCIA Transport General Manager...
Indeed, in 2008 I was promoted to General Manager of the first transport entity "Agriliance" then of the second "Transalim" (that became VIVESCIA Transport) representing today 158 employees including 125 drivers and a fleet of 115 HGV always on the road. I lead the team of an organisation that works for the cooperative and VIVESCIA Group with has for main objectives the delivery of high quality service to all customers, the safety and the conformity to regulations. Transport remains a strategic activity that always seek to improve to ensure the delivery of the best performance expected by the market.
Looking back, to what is your professional mobility due?
During my career, I was fortunate that several people have trusted in me! Particularly Dominique Dutartre whom I consider as my mentor. He believed in me and in my abilities.
Is a similar progression still possible in VIVESCIA?
The progression process is undoubtedly more structured nowadays because VIVESCIA has become a large group but also remains a company where one can develop. The career plan is not rigidly mapped out and opportunities can arise. The challenge for the manager is to find equilibrium between:
• The recruitment of external candidates who bring added value to our companies but who also need to acquire the knowledge and values of the Group.
• The promotion of existing employees who, through their experience, know our activities and the fundamental values essential to the safeguard of our spirit of enterprise.