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.
Influence 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.
Cooperate 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.
Think 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.
Act 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.
Feel 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 in team work. Focused on others, he has a certain ability to create and develop relationships. For example, he excels at developing his network. He is a driving force who can both generate impetus and always be there to support his colleagues. He is an absolute team player who cares 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 orients the majority of his energy towards action. His sources of motivation push him to move and take risks. He needs to be stimulated to maintain his interest in an activity or a position. For him, stability is synonymous with boredom and tiredness. It is better to regularly offer him new challenges.
Supporting others is essential for Stéphane Malo. He has, at heart, a need to create strong links with those around him and to be there for them. Inversely, competition can be frustrating for him.
Design is part of the activities that most interests Stéphane Malo. He very much likes being able to contribute his ideas and think about things that don't yet exist. He avoids, however, doing it in a vague context without clear standards.
Making sure a job is promoted is an activity that particularly interests Stéphane Malo. He very much enjoys working with a large number of people and asserting his ideas. It is important for him to be able to do this on a daily basis.
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 inspire and make progress on a personal level. He needs to be guided in his work by someone who has an action plan for him. He looks for a mentor in whom he can trust. He is motivated by a leader who pushes him towards a collective objective, but who demonstrates a capability to take into account the singularities of each person.
Stéphane Malo is fully engaged in a culture oriented towards relationships with others and the collective. He likes that the person is foremost valued and that each person is satisfied in the work environment. This requires that the rules are able to adapt accordingly to suit everyone. Mutual respect must be valued. He avoids environments where the results are foremost valued, and where the data culture is dominant. He prefers that the culture is centred around collaboration and the production of collective projects. It is important for him that everyone shares this mindset.
Capacity to work autonomously.
He takes the time to make the most of his resources.
Relies on proven concepts and theories to progress.
Stéphane Malo has a certain facility for understanding new concepts. He progresses on the basis of advice he receives, or information that he discovers. Even though it helps his learning process, he does not necessarily need to practice an activity concretely to know how to do it.
Careful in his approach, Stéphane Malo prefers to defer to proven strategies. He tends to observe and adapt knowledge that has been proven and with which he has full confidence. In this sense, it is easier for him to learn from information provided.
