VINCENT DEFALQUE

Facilitated the adoption of Lean methodologies to transform operations at Breitling, a private equity-backed firm, supporting Senior Management in enhancing operational efficiency and driving strategic improvements.

Lean Manufacturing/ Change Management:

• Applied Operational Excellence methodologies, including value stream mapping and 5S, to streamline processes, meticulously identifying and eliminating bottlenecks.
• Led cross-functional teams in the implementation of Lean practices, fostering a culture of continuous improvement, and aligned key performance indicators with production goals for effective monitoring.
• Achieved a goal of a 40% increase in Internal Movement Production output.

VCP and CAPEX Program Management:

• Initiated and spearheaded the Value Creation Plan at Breitling Operations, resulting in annual savings of 16 M CHF.
• Managed and established the structure for the Operations CAPEX Management Program, overseeing a total budget of 12M CHF.

Supported Senior Management by translating and effectively communicating the Innovative Medicine strategy into actionable tactics, while managing projects to define subsequent operational actions during a significant restructuring initiative.

Competitive Intelligence/ Portfolio Strategy

• Conducted a thorough analysis of the competitive positioning of Novartis Oncology assets in breast and lung cancer relative to biotech and larger players across the entire value chain, encompassing both development and commercial stages.
• Formulated strategic recommendations for prioritizing Oncology clinical trials and refining the portfolio strategy.

Organization Design/ Change Management

• Contributed significantly to the vertical organization design across various layers (Global, International, Regional, Local) following the merger of the Oncology and Pharma divisions at Novartis.
• Led the process definition for Financial Planning and Performance Management in the newly restructured organization.

Oversaw procurement projects for industrial equipment with budgets ranging from $100K to $5M, managing the entire process from defining requirements with internal stakeholders to the delivery of equipment.

Investment Project Management:

· Monitored a constant watch on technological development on surface treatment production and QC equipment.

· Managed 20+ projects of integration of state-of-the-art equipment into production from the requirement definition with internal stakeholders to the production launch.

Partnership Development:

· Led process to identify 15 local and international suppliers that can satisfy ROLEX needs in terms of quality, cost, and delivery time.

· Developed a new tool to streamline supplier selection, establishing it as the standard practice for Rolex's procurement procedures.

Led Industrialization projects (new products/processes) related to chemical processes used in the factory and involving multi-disciplinary teams (Industrialization Production, Quality, R&D, Health, Safety and Environment).

Industrialization Project Management:

• Coordinated the development and industrial deployment of a new coating process, resulting in over $1M in annual savings and a 1/3 reduction in production time.
• Supervised the resolution of quality issues related to Surface Treatment Processes.

Continuous Improvement:

• Initiated and managed continuous improvement projects utilizing a Six-Sigma approach.
• Fostered collaboration among scientific and technical partners to develop management elements, such as product definition and process monitoring methods, in line with an Operational Excellence (OPEX) approach.