Ludovic VALLET

Initiated, developed, and synchronized the revenue teams on both sides of the Atlantic, fostering sustainable and robust growth for our breakthrough technology in wastewater treatment

• Go-to-Market Strategy: Designed and executed a multichannel approach focusing on Key Account Management, Industry Vertical Selection, and Inbound Opportunities
• Revenue Team: Built a revenue team from Marketing and Sales analytics RevOps professionals to customer implementation and satisfaction, with built-in automation for Key Performance Indicator reporting and customer journey mapping
• Sales Process Management: Implemented management tools such as Miller Heiman to streamline the sales process, reducing time-to-market, designed specific tools (Know Your Key Accounts, Campaigns brief, and debrief) and associated Standard Operating Procedures
• Tactics: Identified and customized tactics centered around personas. leveraged LinkedIn for targeted advertising and ad retargeting
• E-Marketing and Sales Suite: Implemented a new suite, including ZoomInfo and HubSpot, to enhance marketing and sales capabilities
• Business and Financial Models: Refined business and financial models along with the positioning of product offerings
• Website Redesign: Redesigned and improved the website, shifting from a self-centered approach to a focus on greater quality, tech-savviness, and user-friendly content
• International: Opened operation in Europe to foster growth in a more sustainability-oriented market, in line with the company's core values.

General Manager and sales leader of the North American subsidiary of a machinery manufacturing firm, reporting directly to the CEO

• Operations: Consolidated and reorganized operations, sales, and customer relations to increase sales and improve profitability (4 locations, 120+ employees)
• Profitability Restoration: Restored profitability in 15 months (after two years of losses) by implementing a comprehensive go-to-market strategy
• Sales Tools and Cost Control: Designed and deployed sales tools and cost control procedures to pursue aggressive EBITDA (+15%) and reduce the AP to sales ratio from 1.5 to 0 in 8 years
• SAAS Implementation: I identified and implemented SAAS (CRM, Expense, and Travel Management) to increase control and cost efficiency and streamline communication in the team and with their counterparts in HQ
• Process improvement: I digitalized data collection from field operations and streamlined redundant and recurring operations (quoting, quality records, and satisfaction) and replaced them with more up-to-date tools
• Internal Procedures: Developed and implemented internal procedures to ensure optimal customer service and communication as the team grew
• Business Development: Fostered a new line of business with the creation of market-specific equipment and applications. During this process, I developed long-term technical and marketing partnerships with major automotive OEMs and first-tier suppliers.