Non-executive Technical Sales Representative
mes motivations,s'orientent vers la satisfaction client et la gestion de la chaîne logistique au quotidien en apportant des solutions rapidement et en proposant des axes d'amélioration qualité à mon équipe (Amélioration continue,SMQ,PDCA) dans un context international. mes missions et expériences: Prise en charge des dossiers administratifs des clients, de l'enregistrement de la commande à la livraison en passant par la douane export ou import. apport et son soutien actif aux commerciaux dans leur développement client (cotation, relances, participation aux appels d'offre) . administration des ventes à l’export (devis, gestion des commandes, facturation, préparation des instructions de Douanes, gestion de la documentation spécifique export, INCOTERMS,(suivi des livraisons, suivi des litiges,). mes qualités pour le poste de gestionnaire export aérien : - Autonomie - organisation - rigueur - dynamisme - disponibilité - esprit d’équipe. - maîtise de l’anglais et de l'espagnol (oral et écrit) - maîtrise du Pack Office Microsoft d’un logiciel ERP et d'un CRM.
Behaviors in the "Influence" category are linked to providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviors provide insight on a person's natural ability to mobilize others and the way they establish relationships.
Behaviors 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 behaviors provide insight on a person's natural ability to evolve within a group.
Behaviors 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 behaviors provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviors in the "Act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviors provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviors 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 behaviors provide insight on a person's natural ability to express and channel their emotions in different contexts.
Producing high quality work is a priority for Laurent Ballini. Thorough, precise and structured, they strive to avoid mistakes in their work. Their diligent attitude is the result of the importance they place on other people's point of view. They listen to ideas, suggestions, and feedback. They are therefore easy to work with, giving others space, providing support as needed, and performing their tasks meticulously.
Laurent Ballini's main drivers lead them to prioritize stability. They channel their energy into getting sound bearings and establishing reliable points of reference. They enjoy being able to establish an even rhythm for their daily activity at work. They avoid making decisions that may put them in a position of uncertainty.
It is important for Laurent Ballini to have a role that allows them to support those around them. Indeed, they largely prioritize support over competition. They enjoy creating bonds and fostering cohesion among team members.
When it comes to evaluating, Laurent Ballini likes the part that consists in being autonomous in decision-making. However, they are less comfortable with the idea of challenging the opinions of others, or contributing conflicting points of view.
Laurent Ballini pays little attention to what others think of them. This allows them to analyze situations in a detached and objective manner, without seeking to please. However, investing themselves in a very rational and scientific activity is not really interesting to them.
Laurent Ballini is a manager whose foremost concern is the team's wellbeing. They strive to listen to others and take their individual limitations into account. They are an inspiration for employees who prefer a manager that acknowledges human aspects instead of focusing solely on results. They are motivated by teamwork and by fostering a collective spirit.
Laurent Ballini expects a manager to facilitate collective work and empower each team member. They need a manager who listens actively and is open to their ideas. They want a leader that sets individual development plans while still promoting teamwork. They place special importance on collective intelligence.
Laurent Ballini thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritized, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for. They avoid results-driven or data-driven workplaces, which would clash with their expectations in terms of atmosphere. They prefer a culture where collective accomplishments are valued above all. Ideally, it should be an environment that provides clear guidelines, but allows for individual approaches so everyone can find their place.
Capacity to perform familiar and practiced tasks.
Tendency to take the time to make the most of available resources.
Ability to test things and learn from mistakes.
To learn new concepts, Laurent Ballini needs concrete evidence. They develop skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to them, and contribute little to their progress because they will have a hard time applying them in the context of their job. They master new skills through practice and repetition.
Laurent Ballini's spontaneous nature leads them to learn by testing out concepts and techniques themselves. They finds that the best way to acquire new knowledge is to first try, develop their understanding through failure, and then try again. They can sometimes lack patience. To assimilate new ideas or new knowledge, they first need to experiment by themselves.