Loïc Mahe

Executive interim leadership, executive fractional leadership, consultancy and coaching services
for tech and manufacturing companies
with international footprint.

Expertise in transforming organizations:

- develop strategic alignment and team dynamics, ensure sustainability leadership
- accelerate growth, turn around struggling businesses, launch new businesses, enhance profitability and cashflow
- boost differentiation, innovation, operations efficiency, reduce waste, streamline processes
- improve project, crisis, risk, safety management

Growth of multiple businesses across Asia Pacific : based in Shanghai, Loic holds P&L responsibility for highly diversified businesses, encompassing B2B, B2C, specialized distribution channels, manufacturing of multiple product platforms, R&D, purchasing, supply chain, etc.

Under his leadership, safety lost time accidents were brought down to 0 for 19 consecutive months. Employee Net Promoter Score increased by 38 points. He defined and implemented a strategic vision, value selling, branding, and positioned the business as leader in focus markets, well differentiated from global and local competitors in all commercial channels. He defined and drove an aggressive sustainability roadmap, achieved the first zero-carbon and the first zero-water abrasives plants in Asia and in the Group, and reduced disposable waste by -75%.

He grew sales 2.5x faster than domestic markets, in spite of multiple economic shocks (US-China Trade War affecting exports, Covid policies, Inflation in Western countries affecting imports), increased EBIT 3x and cashflow 6x, outperforming all international peers.

He established a new JV in China, engaged a process for an acquisition in Vietnam, and restructured 7 sites across Asia-Pacific.

Growth of multiple businesses worldwide. Global P&L responsibility, based in the U.S. – highly diversified “B2B” portfolio, organic and external growth.
Sales grown by +9%/year, 2.5x faster than markets. Pricing up +11% pts faster than inflation.
Acquisition of 2 companies, with footprint in 10 countries; due diligence, negotiations started with
3 other targets.

Growth of multiple businesses across Asia Pacific. P&L responsibility, based in Shanghai – “Business to Business” highly diversified, organic and external growth.
Grew sales in spite of economic crisis and improved profitability by 2 p.p.

Senior Vice President China, Alstom Transport (2001 – 2005, based in Shanghai, China)
Led the transformation and leap forward of the China P&L (450 employees)
• Succeeded to grow market share in High-Speed Trains from 0% to 45%, Locomotives from 0% to 50%, and Mass Transit from 15% to 47%, increased sales from 0.1bn€/yr to 0.7bn€/yr, secured contracts worth 1.3bn€, and significantly increased profitability, by establishing extensive Government relations, effective industrial partnerships (4 joint-ventures, 15 consortiums), by mobilizing global commercial, engineering, supply chain, sourcing resources, recruiting and developing local talents, ensuring deliveries ahead of contractual schedule, over-achieving reliability goals.

Managing Director China, Alstom Power Turbomachines (2005 – 2007, based in Beijing, China)
Accelerated growth of the China P&L (700 employees):
• Lifted Alstom as market leader for nuclear power plants and for the retrofit of coal-fired power plants, reaching 0.14bn€/yr, outpaced all foreign competitors by managing large contracts, 4 consortiums and 2 joint-ventures with strategic partners, negotiating the establishment of a 3rd JV, developing local supply chains across Asia and a robust manufacturing base in China.
• Initiated export to global markets.