I work in procurement, but what defines my experience is not a list of roles. It’s the industrial environments I’ve operated in, the complexity I’ve managed, and the trade-offs I’ve learned to navigate between cost, risk, and long-term value.
My journey spans industrial projects, category strategy, and today, complex automotive electrification programs. Each step has shaped how I approach sourcing, suppliers, and decision-making.
Strategic Sourcing in Complex Automotive Programs
I currently work at Plastic Omnium, where I am part of the core development team for battery packs in the automotive sector.
My role sits at the intersection of engineering, innovation, and procurement. I am accountable for the full Bill of Material, covering battery cells, busbars, wire harnesses, plastic components, and metallic parts.
Beyond sourcing, I lead supplier development activities, manage tooling and prototype phases, and conduct contractual negotiations with key suppliers. I also lead and mentor an innovation buyer and a junior buyer, adding a strong people-management dimension to my role.
What defines this environment is complexity: fast-evolving technologies, high industrial stakes, tight timelines, and strong cost and risk pressure. My responsibility is to ensure sourcing decisions remain aligned with long-term commodity strategies while supporting innovation and industrial scalability.
Project Procurement in Regulated, Long-Life Industries
Before moving into automotive electrification, I spent several years at Alstom as a Project Buyer.
This experience was shaped by long product lifecycles, strict technical and regulatory constraints, and the need for strong coordination between engineering, quality, supply chain, and industrial teams. I regularly managed supplier escalations, handled obsolescence topics and worked on long-term supplier performance improvement.
This environment strengthened my ability to manage risk, governance, and supplier relationships over extended program durations.
Category & Commodity Strategy Across Multiple Plants
Earlier in my career, I held category and project procurement roles at Schneider Electric, covering stamping parts, electronic components, mechanical items, raw materials, and branded products.
I managed sourcing activities across multiple European plants, with responsibility for supplier panel management, qualification processes, risk assessments, and performance improvement plans. I also executed resourcing strategies to Best Cost Countries, balancing cost competitiveness with technical and quality requirements.
These roles gave me a strong foundation in structured sourcing, data-driven decision-making, and multi-site coordination, while reinforcing the importance of aligning procurement strategy with long-term industrial and business objectives.
How I work
Over time, I’ve developed a few principles that define how I approach procurement:
- I start from technical and industrial reality, not only cost targets
- I view suppliers as long-term industrial partners, not transactional vendors
- I aim to make risk visible early—technology, capacity, supply chain, or geopolitical
- I rely on data, but I validate it through field and supplier reality
- I align sourcing decisions with long-term product and business strategy, not short-term wins
For me, procurement is about structuring sustainable industrial decisions.
What I’m Focusing on Today
Today, my focus is on automotive electrification, particularly battery pack development and the strategic commodities that support energy storage systems.
I work on balancing innovation, cost competitiveness, supplier robustness, and industrial scalability in an environment where technologies evolve quickly and supply chains remain under constant pressure.
I’m especially interested in:
- EV battery ecosystems
- Strategic supplier partnerships
- Risk-driven sourcing strategies
- Procurement’s role in industrial transformation