Nicolas Picart

With nearly seven years at Vanderlande, I specialized in pilot projects across four countries, adding significant value and building a strong network within the warehouse domain. I focus on continuous improvement, stakeholder needs, and excel in recruiting, mentoring, and succession planning. I am a proactive leader committed to High Performance Culture, passionate about warehouse services.

My assignments have taught me new languages and cultures, fostering an open-minded leadership style. I excel in creating partnerships, optimizing efficiency, and ensuring regulatory standards, with strong interpersonal, planning, and problem-solving skills.

Service Transition Manager then Service Manager, Walmart Ambient & POV at VANDERLANDE (2024-03 – Present)

Key link between Project phase and Service phase managing transition and ongoing service operations for Walmart locations.

• Key link between Project phase and Service phase
• Main point of contact for customer
• Main point of contact for global organization
• Set-up training and on-boarding for new employees
• Set-up remote support
• Set-up contractual KPI
• Set-up Operations
• Monitor budget and cost for transition phase
• Provide recommendation based upon best practices to both customers and organization
• Organize support for ramp-up phase
• Contractual negotiation for Service Contract
• Maintain healthy relationship with Walmart
• Manage P&L performance of 2 Walmart Service Contracts
• Manage ramp-up and setup best strategy and organization to provide best support to Walmart in the Toronto location
• Implementing Digital Services like Predictive Maintenance on both locations
• Reporting on contractual KPI

Service Transition Manager (VF, California and Amazon, BFL2, FSD1, PAE2, SAV4, ORH3, DAB2) at VANDERLANDE (2022-07 – 2024-03)

Managed transition from Project phase to Service phase across multiple customer locations coordinating all departments involved.

• Key link between Project phase and Service phase
• Coordination between all department involved
• Main point of contact for customer
• Main point of contact for global organization
• Set-up training and on-boarding for new employees
• Set-up life cycle services
• Set-up remote support
• Set-up contractual KPI
• Monitor budget and cost for transition phase
• Provide recommendation based upon best practices to both customers and organization
• Organize support for ramp-up phase

Service O&M Manager, ACP ALBERT HEIJN at VANDERLANDE (2020-02 – 2022-07)

Managed 24/7 operations with 7 shift leaders and 75 team members. Responsible for client relationships, SLA management, and performance monitoring.

• Manager of 7 shift leaders with a total team of 75 ppl
• Operations 24/7
• Managing third parties
• Organizing structure operations/maintenance
• Managing and coaching shift leaders
• Performance cycle for shift leaders
• Monitoring performance KPI of the team
• 1-year strategy plan for the team
• Crisis management
• Prioritizing tasks
• Escalation
• Communication
• Managing SLA for Operations
• Attending to MT meetings
• Relationship with all services (GSD, Project, Operations, R&D)

Service Contract manager, ACP SOCAMAINE at VANDERLANDE (2018-07 – 2020-02)

Managed service contracts handling client relationships, project team interactions, and supplier contracting.

• Crisis management
• Prioritizing tasks
• Entry point for service
• Communication
• Interaction with the project to get knowledge
• Integrating updates from project to maintenance team
• Upgrading service according to updates
• Contracting all third suppliers
• Managing resources according to rampup
• Participating in LE
• Planning 3/8
• Participating in management of the customer's training
• Managing Spareparts with SP department
• Attending to decision meetings
• Relationship with all services (GSD, Project, Operations, R&D)

Diploma in Ecole National Supérieure d'Electricité et de Mécanique – ENSEM Nancy (2013 – 2013)