Alexandra Claes

I offer targeted solutions in Leadership Development, Communication, Change Initiatives, Management Best Practices, and Strategic Planning. I use my acquired skills in business management, and data analysis enabling me to identify weaknesses and recommend improvement strategies. I focus my expertise in human mindset, behaviour, in business operations, assisting executives and high potential people bridge performance gaps, i facilitate insight and awareness, to create meaningful plans for measurable goals.

Over an eight year period, I held three important positions in leadership for Lacoste. From January of 2017 to April of 2018 I led operations of ten textile manufacturing plants with over 1,300 employees and produced over 5,500K pieces each year located in France, Morocco, and Romania which produced classic, modern apparel. I successfully introduced and implemented improvements and standardized processes in the EMEA area, impacting inventory levels, improved efficiency rates and hourly costs over time.

I promoted to this position in 2012. I lead for 5 years the day-to-day production operations for the plant in Romania, for 400+ employees. I developed new capacities in Eastern Europe, I met and strengthened relationships with the suppliers and successfully negotiated favorable pricing and contracts. I directed initiatives to standardize processes, execute regular audits, and arranged for on-the-job training. I had major accomplishments introducing a Lean Management and continuous improvements concepts.

In this first position with Lacoste I was supervising the daily activities for Finance, Human Resources, IT, and Stock departments, with oversight for internal control compliance and Enterprise Resource Planning (ERP) implementations, mentoring of the financial team in GAAP, audits, and SAP software. I focused on ways to improve financial strength through analysis of cost structures, inventory levels, labour, raw material, cost control/avoidance and procedure/process changes.

I focused on ways to improve financial strength through analysis of cost structures, inventory levels, labour, raw material, I also spent time with vendors and suppliers and negotiated more favourable pricing, contracts, and establish equitable stock arrangements. I sometimes sourced other suppliers offering more advantageous benefits allowing to reduce direct and overhead costs.

I started with Faurecia as Accountant in 2004, and after a few months advanced as Controller. I spend 2 years as Finance Director and I focused on ways to improve financial strength through analysis of cost structures, inventory levels, labour, raw material, I spent time with vendors and suppliers and negotiated more favourable pricing, contracts. I sourced other suppliers offering more advantageous benefits allowing to reduce direct and overhead costs.