Sales Director, Managing Director
General management and business development with international exposure. Submarine, automotive, robotics, energy, precision metal parts. - Value creation, re-organization and turnaround. - Strategy definition and implementation & multicultural teams management. - Organization, Business Performance Management, risk anticipation. - Versatile leadership. - Asian acumen (15 Asian countries known, 5 years in Asia, 3 years of Business with Asia studies). Multilingual: French, English, German, Portuguese, Korean, Malay. Favorite quote: "They did not know it was impossible so they did it" Mark Twain
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 no longer 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.
Manage the unexpected
He takes time to get the most out of his resources.
Relies on reflections and proven concepts to progress.
Reasoning from numerical information is something Stéphane Malo does easily. He is, indeed, comfortable analysing tables, graphs, and doing mathematical calculations. Data is more accessible for him that other kinds of formats and he has a particular receptiveness in this area.
Stéphane Malo has a particular affinity for tasks that require work on concepts. He is comfortable thinking about fundamentally abstract information. An intense analysis leads him to throw himself into it and try to predict all the aspects linked to projects on which he is working. He could even lack, sometimes, a bit of realism.