Three questions to Alexia Labezin, Head of Customer Experience

What is your professional story at Rexel?
I joined Rexel in 2010 after working for Philips Lighting where I was in charge of large project specifications in the construction industry. With dual degrees in engineering and business, I was rather unique in a Group where most people come from the distribution sector. I spent six years in charge of the lighting business for Rexel France, then three years in Sales Management for the Ile-de-France region.
In February 2019, I joined the Digital Transformation and Innovation team. I bring a dual skill-set to this new team - customers and large commercial projects - which is an advantage for the Group. Distribution is a world of details and if you haven't spent any time in the field, you only see half the picture.

What has this professional mobility brought you?
It's the combination and the alternation between operations and strategy that interests me: people are involved in strategy even when they're working in operations and conversely, they must provide tangible results even when they're working in strategy - but the way that priorities are managed is not the same. I now have more time to come up with new ideas and business models. And, every time you change jobs, you leave your comfort zone and that is what helps us to grow. On a more fundamental level, I want to continue to help Rexel move ahead. My current job is a demanding one that requires a lot of humility. It is crucial to avoid gaps between strategy and the field, to stay grounded while exploring the realm of possibilities.

In your opinion, what are the determining factors in successful mobility?
It is each person's responsibility to know what they want to do and what they can bring to the Group. Knowing one's purpose is important, as is trying to have the most impact. That implies maintaining or adding to one's skills and being bold enough to step up and make proposals without waiting to be asked. On the corporate side, the most important criterion is trust. Managers must trust their employees and encourage them to take control of their careers, participate in training programs, facilitate connections with other departments, other business units, other countries. By broadening their perspectives, we encourage them to be responsible and to take risks.