Olivier Storch

🚛🍃Sterne Group is a European leader in sustainable urgent / critical / white glove deliveries.

Non‑executive board member of a fast‑growing consumer brand, supporting the CEO and shareholders on strategy, governance and scaling challenges.

CEVA Logistics is a global player in freight forwarding and contract logistics, subsidiary of CMA‑CGM Group (18 B$ revenues, 110,000 employees, 160 countries). ​ Member of the Group Executive Committee, in charge of Transformation (strategy, M&A, integration, digital & data) and key support functions (finance, legal, procurement, real estate). And since end 2024 in charge of Sales & Strategy. ​ - Led a multi‑year transformation and build‑up that significantly increased scale and profitability of the platform. - Drove global M&A pipeline and post‑merger integration across freight forwarding and contract logistics. - Strengthened performance management, data & digital foundations to support profitable growth at global scale.

Responsible for 1.5 B€ revenues and 10,000+ staff across Americas and Asia‑Pacific, as well as new urban logistics and retail distribution businesses. ​ Accountable for subsidiaries, affiliates and joint ventures, and for developing new growth activities in urban logistics, retail distribution and foodtech (Stuart, Pickup, Urby). ​ - Expanded the group’s footprint and portfolio in high‑growth markets in Americas & APAC. ​- Developed new last‑mile and urban logistics propositions supporting the e‑commerce boom. ​- Steered a portfolio of innovative subsidiaries and start‑ups, integrating them into the broader DPDgroup strategy.

32 B€ revenues, 200,000 staff. Responsible for global accounting & controlling, tax, financing and financial communication (400+ staff). ​ - Adjusted OPEX (‑100 M€) and CAPEX (‑300 M€) to sales down‑trading to sustain profitability. ​- Optimized financial policy, including issuance of a 1 B€ public bond in January 2017. ​

Net sales: 900 MEUR. Team: 350 salespeople, 20 nationalities. Commercial and P&L responsibilities.  Increased sales by +220 MEUR, growth margin (net revenue) by 75% & doubled “ROI on sales”  Acquisition of major Fortune 500 new clients in retail, Automotive, Aviation, Healthcare & Hi-Tech

European Corporate leader in the fields of Logistics, Rail and Road Transportation, Freight Forwarding Turn-over : 8 billion € staff : 50 000 in 108 countries 100% held by the SNCF Group Representative Accomplishments: General Management - Created a rolling stock company (Akiem) dedicated at managing locomotives’ fleet, for both internal and external clients; Akiem ranked 2nd in Europe in its field of activity in 2011, reaching a 100 M€ turn-over after three years of existence. - Defined and executed the build-up of the Group’s intermodal offer, which implied: initiating the European development of Naviland Cargo ; conducting the turning around of Novatrans ; managing the take-over of Lorryrail ; and thereafter, coordinating the development of these subsidiairies. - Oversaw the implementation of a new inner-city distribution scheme named Distripolis@. - Coordinated the overhauling of the subsidiaries involved in wagons and containers leasing. Finances - Built up financial supervision for a vast array of 650 subsidiaries split into 8 divisions and a hundred countries. - Revamped strategic planning, budgeting, and control of investments. - Set up a risk mapping and a risk management system. - Managed GEODIS Financial teams (direct staff +100; reporting +1000). - Conducted key M&A operations in France, Swiss, Germany, Luxembourg, Northern Italy (Ermewa, Veolia Cargo, Novatrans, Lorryrail), restructuring and recapitalizing of subsidiaries. - Managed the relation with external auditors, financial analysts and rating agencies

RailFreight Management Division Turn-over : 1.8 billion € Staff : + 17 000 Representative Accomplishments: - Managed teams of 800, and increased departmental efficiency by reorganizing the finance and back-office functions: implemented invoicing through electronicLV; streamlined procedures and resized both controlling (introduction of standard costing to better monitor performance) and accounting departments (implementation of a shared service center) ; reduced the costs of the department by 30%. - Improved working capital through restructuring of the credit management (reduced the DSO by 10 days, from 58 days to 48). - Conducted M&A operations in France, Germany, and Northern Italy (ITL).

 Passed a bill revamping French public research system (LOPRI, 2006).  Set up new tools dedicated at post-scholarship orientation.  Oversaw the financial supervision of universities and research units.

 Passed a bill opening French airports.