Patrice T.

- Full execution of the sale of the Cristalina factory, including social management, team transfer, operational continuity, and complete technical transition to the buyer. - Strategic shutdown of operations with Unilever, ensuring contractual compliance, quality preservation, and rigorous risk management throughout the disengagement phase.

Bonduelle do Brasil is the Brazilian subsidiary of the French group Bonduelle, a global reference in ready‑to‑eat vegetables. The operation brings together around 350 employees and generates an annual turnover of approximately €25 million, combining imported products from the group with local production. Until 2026, the structure also includes an industrial facility in the Central‑West region, dedicated to the processing of corn and peas for the domestic market and for export to South America, the United States, and Europe. With a strong commitment to healthy and sustainable food, the operation obtained Bpact certification in 2025. - Strategic price repositioning, with renegotiations carried out with key partners in Brazil — including Aurora Fine Brands and Unilever — as well as distributors in South America, strengthening competitiveness and operating margins. - Full implementation of IBP (Integrated Business Planning), establishing a collaborative dynamic across all departments. This integration enabled inventory reduction, a significant improvement in demand forecast accuracy, and consolidation of the S&OP process. - Consistent reduction of industrial costs, through the practical application of Lean methodologies and the creation of the Zero Downtime and Zero Losses programs. These initiatives reduced line stoppages by 30% and empty‑can losses by 50%. - Tax optimisation and recovery of fiscal credits, notably on indirect purchases (energy, services, technical components), strengthening financial efficiency and operational cash flow. Leadership and completion of the sale of the Cristalina factory, managing the entire process — strategic alignment, due diligence, social management, and operational transition — until final handover of the asset to the buyer, Predilecta.

Greenfield unit built in 2011, with the capacity to process 50,000 tons of raw materials per campaign and mobilising 350 employees during the harvest season. - Implementation of a robust safety policy, achieving more than 2 years without accidents and establishing a strong preventive and disciplined culture. - Full CAPEX management, including the installation of a new labelling line, a high‑efficiency boiler, and an integrated process‑control system for can‑seaming operations. - Industrial reorganisation aimed at diversifying the product portfolio and reducing costs, with the introduction of KPIs for losses, quality, and consumer complaints, increasing operational visibility and improving factory performance. - Annual, monthly, and daily agro‑industrial planning, enabling the reduction of finished‑goods inventory from 1 year to 6 months and raw‑material inventory to 40 days, strengthening working capital. - Integration into the international supply chain, with the launch of exports to the United States, Nigeria, and Russia. - FSSC 22000 and SMETA certifications, ensuring high standards of quality, food safety, and social compliance.

Unit integrated into the Bonduelle Group in 2010, following the acquisition of France Champignon, with the capacity to process 20,000 tons of fresh mushrooms and employing 200 staff, primarily dedicated to producing jarred mushrooms for the German market. - Full integration of the factory into the Bonduelle Group, including structural simplification: closure of the composting platform and strategic refocusing on jarred production, increasing efficiency and industrial focus. - Development and strengthening of relationships with major mushroom growers, ensuring supply security, quality, and stability in raw‑material costs. - 100% increase in production volume over the period, driven by industrial improvements, reorganization of production flows, and optimisation of installed capacity. - Complete management of industrial investments (CAPEX), including the construction of a new sterilization hall and storage facility, expanding operational capacity and efficiency.

- Integration of the plant into the Bonduelle Group and completion of the final production campaign. - Support to the teams throughout the closure process and implementation of the social plan. - Transfer of production and equipment to other Bonduelle units.

- Development of vegetable suppliers in China, India, Peru, Spain, Turkey and Chile. - Purchasing and volume planning with internal business units.

- Reorganization of the production and maintenance departments to improve synergy and reduce downtime. - Implementation and commissioning of new investments (tunnel + cold room), increasing capacity by +50%.

- Outsourcing of broccoli trimming, resulting in doubled production. - Transfer of celery (céleri branche) production from Flaucourt to Gniewkowo.

- Identification of an industrial partner and implementation of agro‑industrial trials.- - Monitoring of agronomic trials and management of relationships with seed companies.

- Responsible for a small‑grower program (15,000 farmers) producing French beans (haricots verts).