A-Player profiles have unusually strong adaptability, learn very quickly and are strongly action-oriented. They have a tendency to succeed and progress easily, regardless of the environment in which they're likely to evolve.Find out more
Sales Director, Managing Director
General management and business development with international exposure. Submarine, automotive, robotics, energy, precision metal parts. - Value creation and risks anticipation. - Strategy definition and implementation & multicultural teams management. - Organization, Business Performance Management. - Versatile leadership. - Asian acumen (15 Asian countries known, 5 years in Asia, 3 years of Business with Asia studies). Multilingual: French, English, German, Brazilian Portuguese, Korean, Malay. Favorite quote: "They did not know it was impossible so they did it" Mark Twain Open to a new professional challenge.
Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise others and the way they establish relationships.
Behaviours in the "Cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviours provide insight on a person's natural ability to evolve within a group.
Behaviours in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviours in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
Stéphane Malo is a key person when it comes to teamwork. Focused on others, he has an undeniable ability to create and develop relationships. For example, he excels at growing his network. He acts as a catalyst, fostering a dynamic spirit and supporting his colleagues without fail. He is an absolute team player and cares deeply about the group. Carrying out a project on his own means very little to him. It is in the relational sphere that he thrives and makes a real difference.
Stéphane Malo channels most of his energy towards taking action. His main drivers push him to act and take risks. He needs to be stimulated to maintain his interest in his activity or role. For him, stability is synonymous with boredom and weariness. It is better to give him new challenges often.
Supporting others is essential for Stéphane Malo. He attaches considerable importance to creating strong bonds with those around him, and having their backs. On the contrary, he can find competitiveness frustrating.
Design is one of the activities that highly interests Stéphane Malo. He very much enjoys being able to contribute his ideas and imagine things that don't yet exist. He is reluctant, however, to devote time to design in vague contexts or without a clear framework.
Promoting a project is an activity that particularly interests Stéphane Malo. He highly enjoys working with a large number of people and communicating his ideas. It is important for him that this be part of his day-to-day.
Stéphane Malo is a manager who listens and pays attention every day. He values people above results, really takes into account his employees, and adapts his expectations based on each person's abilities.
Stéphane Malo expects a manager to be inspiring and to focus on his development at a personal level. He needs to be managed by someone who sets clear roadmaps for him and acts as a mentor in whom he can trust. He is motivated by a leader who rallies the team towards a common goal, while also taking individuality into account.
Stéphane Malo thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritised, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for, and where mutual respect is a top value. He avoids results-driven or data-driven workplaces, preferring cultures centred around collaboration and collective projects. He considers it important that this mindset be shared across the company.
Capacity to work autonomously.
Tendency to take the time to make the most of available resources.
Ability to progress by putting proven concepts to use.
Stéphane Malo has a considerable aptitude for assimilating new knowledge. He can learn from advice and from information he gathers on his own. Although he can find it helpful, he does not necessarily have to put new skills into practice in order to master them.
Careful in his approach, Stéphane Malo prefers to rely on proven strategies. He is observant and tends to adopt tried-and-true concepts that he can trust thoroughly. In this sense, he finds it easier to learn from information provided.